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IRCG has substantial experience in providing support and guidance through what can be difficult transitional periods for companies, associations and buying groups.
Our principals have long-standing relationships with most association senior staff executives, as well as many clients from within the memberships of these associations. We’ve had the opportunity to hold several key positions within the industry to further enhance our keen understanding of its dynamics.
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IRCG has multiple, well-known references with respect to development of association strategy and organization, including: HARDI, NWSA, NAED, IDA, and others. Past initiative summaries include:
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IRCG supported ASA in the painful organizational transition from a federation of regional trade associations to a national organization.
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IRCG facilitated the merger between TIED and WIED, the number 2 and number 3 buying groups within the electrical wholesaling industry. They became I-Mark.
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IRCG was instrumental in the creations of the North American Steel Alliance, UtiliServe, Marine One, HdExchange, and the Vanguard Group.
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We know from experience that it is critical for potential merger discussions to avoid data-free emotion and any search for justice from past deeds. Our approach in these past engagements has been to fully explore alternatives by listening to the full range of opinions. It’s all about supporting honest and valuable discussions, not forcing a merger as a foregone conclusion.
The Process
The initial meeting that launches merger discussions should include a small group of officers or board members from each association, along with senior staff executives.
Prior to arrival, the meeting participants should complete a confidential web-based survey that will capture the range of views and opinions on the subject. Independent, confidential telephone interviews with senior staff executives can provide clarity for the meeting’s direction. Homework and action plans are a byproduct of this initial meeting that explores all the relevant issues.
If a decision is made to proceed further, the group will develop a “straw man” series of one or more potential scenarios. A white paper can then be published documenting the understanding.
The anticipated objectives from this initiative are expected to include:
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Presentation and interpretation of meeting participants’ survey results.
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Discussion and instruction on scenario planning that investigates the merger of associations, professional staff, and their respective Boards of Directors.
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Determination of common grounds creating a concept outline of the new association.
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Agreement on summarized recommendations for next step process.
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Preparation of a white paper summarizing the groups’ decisions and recommendations.
If a decision is made to proceed with the discussions, the next step is to circulate the white paper to the memberships of both associations in a web-based and fax-back survey format. This provides the joint association executive group and senior staff executives with factual information on the members’ views, strength of those views, and a compilation of unanticipated issues and opportunities. The next step is for the group to reconvene in the same schedule format to review the survey results and develop action plans to move forward based on the data that is developed.
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