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 Breakfast 8:00-8:05am Welcome, President Introductions – Trudy Bourgeois 8:05-8:20am Welcome, Introductions – Alison K. Paul 8:20-8:35am Quorum , Antitrust, Previous Minutes, By law changes, Policy Adoption - Kim Feil 8:35-8:45am Treasurer’s Report, Financials and Projections – Joan Toth for Betsy Hosick 8:45-9:00am Succession Planning Update and Approval of Board Slate – Alison K. Paul, Helayne Angelus 9:00-9:10am Global Expansion Update – Helayne Angelus 9:10-10:00am Becoming a Mature Non Profit: Report from Summer 2009 Branding Project – Michelle Gloeckler 10:00-10:15am Break 10:15-10:30am 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 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 11:40-1:00pm Group Report Outs and Working Lunch 1:00-1:50pm Action Work: Who Owns What – Michelle Gloeckler 1:50-2:00pm 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 Current Bylaw Proposed Bylaw To ensure a realistic timeframe for the Section 3.10 NOMINATIONS Section 3.10 NOMINATIONS Nominating Committee to conduct its At least 4 calendar months prior to any Annual Meeting of At least 10 weeks prior to any Annual Meeting of Members work while maintaining adequate Members that includes an election of one or more that includes an election of one or more Directors, the notification to members. Directors, the Nominating Committee will meet to select Nominating Committee will meet to select the slate of the slate of candidates for the Board election. At least 3 candidates for the Board election. At least 2 calendar calendar months prior to the applicable Annual Meeting of months prior to the applicable Annual Meeting of Members, the Nominating Committee shall notify the Members, the Nominating Committee shall notify the Members of its nominee(s) for Director(s). The Board of Members of its slate of nominee(s) for Director(s) and Directors or Executive Committee may waive the other positions. The Board of Directors or Executive deadlines in this paragraph. Any Member who wishes to Committee may waive the deadlines in this paragraph. Any nominate any person other than one selected by the Member who wishes to nominate any person other than Nominating Committee to any position on the Board of one selected by the Nominating Committee to any position Directors shall present a Petition to the Secretary of the on the Board of Directors shall present a Petition to the Network with the signatures of at least 100 Members or Secretary of the Network with the signatures of at least 5% of the total number of Members, whichever is less, in 100 Members or 5% of the total number of Members, support of said nomination. The Petition may be mailed to whichever is less, in support of said nomination. The the Secretary at the Management Office of the Network or Petition may be mailed to the Secretary at the to the Network’s Resident Agent in the State of Maryland. Management Office of the Network or to the Network’s It must be received at one of those locations at least 2 but Resident Agent in the State of Maryland. It must be no more than 3 calendar months prior to the Annual received at one of those locations within two weeks after Meeting of Members. Only persons nominated pursuant to the members have been notified of the Nominating this section shall be eligible to be elected as Directors. Committee’s slate. Only persons nominated pursuant to Nominations may not be submitted at the Annual Meeting this section shall be eligible to be elected as Directors. of Members. Nominations may not be submitted at the Annual Meeting of Members. To allow the Nominating Committee to Section 3.17 VACANCIES Section 3.17 VACANCIES select the best candidate for a Director Whenever any vacancy occurs on the Board of Directors Whenever any vacancy occurs on the Board of Directors or Committee Chair. If the right by death, resignation, removal, or otherwise, it may be by death, resignation, removal, or otherwise, it may be candidate is not available at the time of filled by the Board of Directors or the Executive filled by the Board of Directors or the Executive the nomination process, the Committee. Any Director so elected shall serve for the Committee. Any Director so elected shall serve for the Nominating Committee may ask the remaining term of the replaced Director. A Director who is remaining term of the replaced Director. A Director who is incumbent to stay on a short time until elected to fill the vacant position of a Director whose elected to fill the vacant position of a Director whose a replacement is appointed. remaining term is less than one year will not have that remaining term is less than one year will not have that partial year counted towards any of the term or time limits partial year counted towards any of the term or time limits of section 3.13. 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 – 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. Key Platform Objectives and Goals Strategies Measures Strategic Pillar: 1.Recruiting Resources Needed Scorecard Talent Acquisition via 2.Onboarding 1.Marketing & Communication plan How will your work be measured Intentional Succession 3.Leveraging Alumni/Champions 2. Committee/Consulting Resources (Deloitte) for effectiveness and value to the Planning 4.Leadership student organizations 3. Board development committee sponsors/members. Key Owners: Est. Cost: No cost Establishment of position sharing. Alison Kenney Paul Target Start: Jan. 1, 2009 Each position has a ―back-up‖. Michelle Murphy Target Completion: On-going—first report out to Clearly articulated role Officer Oversight: Kim Board Meeting April 2009 descriptions, process for Feil Status: succession planning at Board, EC Regenia Stein Time Line - and officer level John Morioka Roadmap at April BOD meeting/pipeline 2Q Elizabeth Hosick 2009. Joy Nicholas Staff Alignment Nathalia Granger Strategic Pillar: 1.Benchmarking/best practices Resources Required: (same as above) (same as above) Role infrastructure 2.Process & tool identification Est. Cost: Key Owners: 3.Road map development Target Start: (same as above) Target Completion: Status: 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 New Existing Identify Needs Build Pipeline Fill Positions Board-Wide Officers Evaluation Collective assessment of Board strengths and areas for improvement Board Matrix Call for Potential Call for Build Present Nominations Identify any gaps in Slate Committee Successors Applications Slate knowledge, skills, demographic or Nominations Plan and Review Present slate, sponsor Committee lead activate call applications additional representation and asks incumbents for on won, member prepare to replace for names of applications + meet to nominations, anyone reaching potential follow-up with select notify term limits successors pipeline slate nominees prospects Identify and Cultivate Slate Voting Members Potential Successors Approval Board Consider board needs for By Board By sponsor company at Large Members representation, identify and mentor potential replacements Staff 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 Term Eligible for Re- Position Type Last First Expires election 10/09 Action 2010 Action President M Kenney-Paul Alison 2009 Yes Re-nominate Nominate Gloeckler President - Elect R Gloeckler Michelle 2009 Yes Re-nominate Name new Pres-elect Immediate Past President O Angelus Helayne 2009 Yes Remains vacant Nominate Kenney-Paul Treasurer R Hosick Betsy 2010 No Up, cmte chair or At-large Secretary R Feil Kimberly 2010 No Up, cmte chair or At-large Chair, Education M Wildrick Debbie 2009 No Up, cmte chair or At-large Chair, Membership M Casey Kathy 2010 No Up, cmte chair or At-large Chair, Regionals M Edelson Maria 2009 Yes Nominate for 1st full term Chair, Sponsorship M Stein Regenia 2010 Yes Re-nominate Chair, Industry Relations M Gorshe Mike 2009 Yes Re-nominate At-large M Fink Anne 2010 No Cmte Chair, Officer or off At-large M Grosh Debbie 2009 No New BoD member elected At-large M Hamilton Julie 2010 No Cmte Chair, Officer or off At-large M Jones Jennie 2009 No New BoD member elected At-large R Priest DeDe 2010 No Incumbent Elect replacement director resigning - Elect to a full term replacement to complete last year of term At-large R Wall Della 2009 Yes Re-nominate At-large M Murphy Michele 2009 Yes Re-nominate At-large M Nakken Caroline 2009 Yes Re-nominate At-large M Saguto John 2009 Yes Re-nominate At-large M Rossi Margarita 2010 Yes Re-nominate At-large M Grant Beverly 2010 Yes Re-nominate At-large R Green Cathy 2010 Yes Re-nominate At-large M Leatherberry Tonie 2010 Yes Re-nominate At-large R Morioka John 2010 Yes Re-nominate At-large R Stufflebeme Sharon 2010 Yes Re-nominate At-large R White James 2010 No Incumbent Elect replacement director resigning - Elect to a full term replacement to complete last year of term At-large M O'Hare Bobbie 2010 Yes Re-nominate Actual Maximum Minimum R= Retailer/distributor 9 11 10 M=Manufacturer/broker/service provider 17 11 10 O=Media/association/independent 1 5 3 consultant 27 27 23 OSM – Global Expansion Pillar Global PILLAR – 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 . Key Platform Objectives and Goals Strategies Measures Strategic Pillar: 1. Develop question set to send to BOD Members Resources Needed Scorecard Define what we 2. Enlist key champions (Bob McDonald, Mutar Kent, 1. with third party to collect and distill How will your work be measured mean by global Mike Duke) intelligence around the current state of for effectiveness and value to the Key Owners: 3. Contact non US-based retailers (Carrefour, female leadership around the world to sponsors/members Helayne Angelus Tesco) develop business Julie Hamilton 2. Steering Committee leadership/ John Saguto engagement to develop strategy and action James White plans Bob Dickson Est. Cost: DeDe Priest Target Start: Sharon Target Completion: Stufflebeme Time Line - Margarita Rossi 1st quarter 2009/2nd quarter 2009/3rd Staff Alignment quarter 2009/4th quarter 2009/2010/2011 Joan Toth Status: Strategic Pillar: 1. Enlist co-sponsor to do due diligence (collect Resources Required: (same as above) (same as above) Develop the current research) and distill information to build Est. Cost: business case preliminary ―model‖ for the global strategy Target Start: Key Owners: 2. Compile a list of key champions to advocate/sell Target Completion: (same as above) the idea and identify global companies for initial Status: ―engagement‖ and feedback 3. Test concept structure in identify region(s) for initial test 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 Stage 4 Management Stage 3 Community Stagnant Technical Impact Mature Stage 2 Stage 1 Infrastructure Renew Core Program Development Development Adolescent Start Up Defunct This model is adapted from Susan K. Stevens’ Nonprofit Lifecycles: Staged-Based Wisdom for 20 Nonprofit Capacity (Stagewise Enterprises, 2002.) 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 • Tier: Title, Platinum, Gold, Silver, Regional • Class: Foundation, Recently added, A/O Sponsor Segmentation • Type: CPG, Retail, Other Member Segmentation • Emerging Leaders for Programs • Executives • Emerging Leaders Member Segmentation • Executives for Marketing • 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 Regional NEW value (based on Mission Cash flow Enrollment involvement survey responses) statement and activity • Attain 37 Title and • Achieve 18 • Increase responses on “NEW • By 2012, • Achieve Platinum sponsors regional groups is having a significant impact implement one breakeven or (excluding special and 7400 in my organization” among major better annual cases) which assumes regional event Title and Platinum sponsor platform that results with retention of at least 30 attendees decision makers by 5 supports the cash on hand of 33 current 2009 percentage points “attract” in our increasing sponsors • Increase responses on “I mission from 9 months • Reduce the percent of would recommend NEW to a • Explore using of expenses in sponsors categorized friend” among members by 5 the database to 2009 to at as Low Activation (i.e. percentage points measure least 12 <40% activation) • Increase responses “NEW retention and months in from 29% in 2009 to provides collaborative advancement 2012 15% by 2012 engagement that advances of NEW women and drives business” members 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 2010 Objectives 2010 Strategic Objectives Sponsorship Regional NEW value (based on Mission Cash flow Enrollment involvement survey responses) statement and activity • Attain 34 Title and • Achieve 17 • Establish Survey benchmarks • In 2010, • Achieve Platinum sponsors regional groups identify an breakeven or (excluding special and 6600 owner for better annual cases) which assumes regional event “attract” and results with retention of at least 33 attendees evaluate cash on hand of 33 current 2009 relevance of increasing sponsors offerings from 9 months • Reduce the percent of of expenses in sponsors categorized 2009 to at as Low Activation (i.e. least 10 <40% activation) months in from 29% in 2009 to 20120 24% by 2010 2010 Marketing/Selling objectives and owners Category Goal Owner Sponsorship Nestle or SCJ sponsorship Regenia For Title and Platinum, 1 sr. level Joan / BOD engagement at 1 national or regional event Positioning and segmentation with Regenia / Nancy scorecard and activation template Regional Add 1 Regional Group: Joan / Alison Seattle, Atlanta, Toronto Regional Attendance growth 14% Joan / Maria Value Mission Obtain compliance of mission and brand Alison personality at all National and Regional events Cash flow Achieve budgeted level of attendance at Joan / Debbie national events 2010 Marketing/Selling objectives: Topics for BOD Category Goal Owner Sponsorship Increase sponsor activation to >40% of a Joan/ Regenia company’s allotted members among 2 Title or Platinum sponsors Regional Implement 1 new opportunity for Maria / Alison collaborative engagement at each regional event Value Achieve significant increase in unaided Michelle awareness of NEW among thought leaders in our industry Mission Design and implement member Kim / Kathy / segmentation; link to attract, retain and Debbie advance. Layer membership ROI. Cash flow Commitment to Implementation 2010 Strategic 2010 Marketing & 2012 Strategic Objectives Objectives 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 Stage 4 Management Stage 3 Community Stagnant Technical Impact Mature Stage 2 Stage 1 Infrastructure Renew Core Program Development Development Adolescent Start Up Defunct This model is adapted from Susan K. Stevens’ Nonprofit Lifecycles: Staged-Based Wisdom for 34 Nonprofit Capacity (Stagewise Enterprises, 2002.) 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 4 Regions Declining 9 Regions Holding or Growing with 2nd event 2009 prj 400 3 with 2nd event actual #’s 350 300 250 Spring 08 200 Fall 08 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 Portland State U. Western New England Michigan U. Chicago Greater Philadelphia Cincinnati New York Metro Northern California Northwest Mid-Atlantic Arkansas Southern The Carolinas California Dallas Atlanta—2011 Current - 15 Tampa 2010 Potential Expansion - 2 Potential Expansion - 2011 2008 2009 Total Groups 13 15 Total Attendees 5100+ 6200+ Total Formal Events 22 28 OSM – Member Value Pillar Membership/Value Proposition/education PILLAR – 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 Key Platform Objectives and Goals Strategies Measures Strategic Pillar: To enhance NEW’s value proposition, which should Resources Needed Scorecard - How will your work be Promote drive an increase in membership. 1.Inventory & SWOT on services measured for effectiveness and Successes in 2.Sponsors/Members needs assessment value to the sponsors/members terms of ROI for 3.Gap analysis * Continue current measures * members 4. Prioritize work stream Track promotion, etc. of members NALS/ELF/Multi 5. Communication strategy * Develop and include male cultural/ 6. IT Solution metrics e.g. male advisory council Regional etc. Est. Cost: * Application of content in sponsor Key Owners: Target Start: companies Kathy Casey Target Completion: Sandra Bushby Status: Debbie Wildrick Time Line - Bobbie O’Hare 1st quarter 2009/2nd quarter 2009/3rd Michele Murphy quarter 2009/4th quarter 2009/2010/2011 Caroline Nakken 2009 Q1 Assessment & Input / Q2 Staff Alignment Prioritizing, budgets vendors / Q3 Anna D. Martinez Development / Q4 Implement Strategic Pillar: 1. Develop content - for P&L decision maker, CEO Resources Required: (same as above) Develop new roundtable, multi-cultural for men etc. Est. Cost: content to reach 2. Focus groups with GenX, GenY, Mill. Needs Target Start: a broader group Special Report Target Completion: of influences 3.Develop & implement ―My NEW’ Status: Key Owners: 4.Communication strategy (same as above) Membership Committee Report NEW Members 2500 2,059 2000 1500 1,431 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 Optimize the features and Focus on data management and New website launch Optimization tools of the new database to networking tools. •executed on communication plan increase membership •pilot program involvement. •offered “navigation” presentations to entire membership •provided training t for regional pages Corporation Optimize the corporate seats Focus on Title and Platinum Implemented corporate activation plan: Member available sponsors •customized marketing materials Activation •Emphasis on timely and •webex training for person sending the invitation accurate data management of member information •monthly progress report. •Encourage internal collaboration for NEW members •Align with scorecard review 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 To enhance NEW’s Conduct a comprehensive competency Define objective/strategy communicate value proposition, development, assessment, and Align organization NEW successes which should drive learning/development engagement Complete on line assessment an increase in membership. Develop new Optimize “My NEW” Market “My NEW” Web Tool development implemented and active content to reach a broader group of influences Design content plan Align on overall content priorities Implement: objectives, audiences, messages, • Personal growth tool/activities, resources, timeline, and evaluation • Professional methodology growth • Cultural/Diversity /Inclusion 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 • Westin Stonebriar Resort • Tuesday, July 13 – Thursday, July 15, 2010 – Multicultural Workforce • W Dallas - Victory • Tuesday, March 16 - Thursday, March 18, 2010 – Annual Summit • The Westin Charlotte • Monday, September 27 - Tuesday, September 28, 2010 • 2010 – Step Change – Committee – Better Defined Roles – Enhanced Outcomes – Consistent Themes OSM – Sponsorship Value/ROI Pillar Sponsorship/ROI PILLAR – 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) Key Platform Objectives and Goals Strategies Measures Strategic Pillar: 1. Communicate sound bites – ideas/tools from Resources Required: Scorecard: How will your work be Maintain/Trade every event 1. Need resources to create learning sound measured for effectiveness and Up 2. Penetration/breadth/depth of contact points – bites and email message to regional value to the sponsors/members Key Owners: expand memberships committees to share within their companies Scorecard results- participation Michelle Gloeckler 3. Expectation & Scorecard Discussion to show ROI. numbers, ability to attract & to Maria Edelson Ensure delivery of expected value 2. Regional committee members need to retain via industry exposure, build Beverly Grant report back to regional sponsors on the awareness to change cultures Debra Grosh value Cathy Green 3. Expand sponsorship committee Kim Feil Est. Cost: Mike Gorshe Target Start: Staff Alignment Target Completion: Nancy Krawczyk Timeline: 1st quarter 2009/2nd quarter 2009/3rd quarter 2009/4th quarter 2009/2010/2011 Status: Strategic Pillar: 1. OTC companies – Novartis, GSK since we have Resources Required: (same as above) (same as above) NEW Sponsor drug store channel Est. Cost: Targets 2. Convert regional to national sponsor Target Start: Key Owners: 3. Price increase, multi-year contracts, membership Target Completion: (same as above) expansion Status: 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 58 Accenture Nielsen 7-Eleven Acosta Advantage Sales Chevron Campbell Catalina & Mkt Clorox Colgate Palmolive Crown Cadbury Coca-Cola Con Agra CVS/Caremark Chiquita Deloitte Costco Del Monte CPG Jobs Food Lion NEW CSP Mars Advertising Coty NEW J&J General Mills Mars Inc. DemandTec Kellogg Johnson O'Hare S&D Coffee Family Dollar KPMG Mass Connections Kimberly Clark NEW Hormel Newall Kraft Foods Nestle Waters Rubbermaid NEW IRI Kroger Safeway JM Smucker Nestle Purina Sara Lee Jamba Juice NEW Pepsico Supervalu Kalypso will lose in Pepsi Bottling 2010 - P&G Target Group being sold Stop & Shop/Giant The Hershey Co SC Johnson NEW Unilever Walmart Hy Vee Walgreen Morton Salt Renewed At Risk Lost 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: Percent An exceptional value, worth more than my organization paid for it 20.00% A good value, worth about what my organization paid for it 64.00% A poor value, worth less than my organization paid for it 4.00% Not sure/no answer 12.00% How likely is it that your organization will continue its sponsorship of NEW? Response Percent Very likely 48.00% Likely 36.00% Unlikely 0.00% Very unlikely 0.00% Not sure/no answer 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!
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