IIA Strategic Review FINAL · • Ireland has the fastest growth in tech jobs in 2016 with a rate...
Transcript of IIA Strategic Review FINAL · • Ireland has the fastest growth in tech jobs in 2016 with a rate...
IIA Strategic Review
Final Report
February2017
The statements, observation, analysis, conclusions and recommendations of this report are those of Moondance Business Consultants. This information does not constitute legal, professional or commercial advice.
While every care has been taken to ensure that the content is useful and accurate, Moondance Business Consultants Consultants give no guarantees, undertakings or warranties in this regard, and does not accept any legal liability or responsibility for the content or the accuracy of the information so provided,
or, for any loss or damage caused arising directly or indirectly in connection with reliance on the use of such information.
Any errors or omissions brought to the attention of Moondance Business Consultants will be corrected as soon as possible.
Background & Context
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• For almost 20 years, the Irish Internet Association (IIA) has played a pivotal role in terms of being the independent representative body for internet businesses in Ireland
• However, the organisation is now at a crossroads regarding membership numbers and financial/staffing resources, driving the necessity to conduct a strategic review
• This Strategic Plan outlines the recommended vision/mission, strategic priorities and high level implementation plan.
• A perspective regarding staffing and funding sources is also included.
Strategic Review Approach:
4
PlanDesignAnalyse
Detailed analysis of both the “As-Is” and the external marketplace, culminating in the identification of key insights to drive the overall Strategic Plan
A refresh of the Vision & Mission, and the identification of the Strategic Priorities and Initiatives.
Build the Implementation Roadmap, and determine the Staffing/Funding implications. Deliver the final Strategic Plan report
Phase 1 Phase 2 Phase 3
Stakeholders Interviews were sought with a total of 45 stakeholders, of which 31 were available and completed
5
StakeholderGroup Invited InterviewsCompleted
BoardDirectors 6 6
Member/ExMembers 13 8
Partners/Sponsors 13 6
OtherMemberBodies 6 5
PotentialDirectors 3 3
ExIIAStaff 4 3
Total 45 31
Executive Summary
6
Key Insights Identified
Potential Vision & Mission
As-Is
Proposed Priorities
3
4
• The IIA is in it’s 20th year and has achieved many successes over the past 2 decades• However, the organisation is now at a crossroads in terms of membership numbers and
financial/staffing resources• There is an urgency to mobilise quickly as Members/Partners are likely to be shifting their focus
to competitors
• There is substantial goodwill for the organisation, but a “Sweet Spot” needs to be identified• A majority of stakeholders recommend that “accelerating Irish online sales” become the new
focus for the IIA
• Ultimately a new IIA Board will determine the refreshed Vision & Mission, the thrust of the following represents the majority view of stakeholders:
• Vision: To be the leading member Association for indigenous businesses selling online• Mission: Weexisttoprovideourmemberswithnetworks,supportsandpioneeringtools
thatcombinetoacceleratetheironlinegrowth.
• Develop and launch a compelling tiered proposition for existing, expired and new members, (incorporating a product portfolio with 5 specific focus areas, including MyEcomKit)
• Finalise the Strategic Plan and determine the goals and measures to track progress• Develop a 3 year financial model and confirm funding sources• Present the Strategic Plan to existing/potential partners to seek their support
1
2
Pro Forma Income Statement:The following analysis is indicative and will require detailed CEO/Board review
7
Commentary:• These estimates require refinement based on previous years IIA data• Recommend the Board seek commitment from c.3 partners. Funding released in quarterly tranches upon confirmation of key metrics• The cashflow implications will also have to be determined• The financials associated with the MyEcomKit product are not included in these forecasts – more data required in terms of the current status• The Pro Forma excludes rent on assumption of getting free space from a member - representing an annual saving of c.€10k
Contents
8
SWOT/IndustryAnalysis
IIA
“As-IS”
ProductPortfolio
Implementation
Research
Feedback
OtherRepresentative
Bodies
Vision,Mission &StrategicPriorities
RoadmapResourcing
Model
ProForma
Income
Risks
&Mitigants
StrategicInsights
1a 1b 1c 1d
2
3
4
5
6a 6b 6c 6d
SWOT AnalysisThe Strengths, Weaknesses, Opportunities & Threats are derived directly from the Interviews & Survey Responses
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Strengths• Strong Brand: Well established - 20th anniversary in 2017• Subscribers: Large base of c.5000 individuals to target• Net Visionary Awards: Leading internet national awards• Hall of Fame: 12 outstanding Irish internet pioneers• Content Expertise: Potential expert knowledge through the
member base• Goodwill: Significant desire for IIA to continue
Opportunities• eCommerce: Aid SMEs to sell online, • Content: Provision of meaningful advice/Intelligence to
members (see slide 37 for potential topics)• Startups: Enable Internet firms to scale and grow• Internationalisation: help members to trade overseas• State priorities: Formal alignment with Action Plan for Jobs,
National Digital Strategy, etc• Regional: Increase the focus outside of Dublin • Students: Expand membership (free?) to this segment
Weaknesses• Strategy: The Mission/Vision/Priorities require a refresh• Members: Declining and fragmented base • Financials: Precarious position and erratic cashflow.• Staffing: No staff at present• Board: Existing Board will shortly resign• Resources No office or significant assets• Website: Needs investment and modernisation• MyEcomKit: Significant investment/time required to build
Threats• Economic:
• Brexit: Irish SMEs losing sales to sterling UK/NI websites• US: implications of potential tax changes, etc
• Skills: Ongoing shortage of ICT Skills • Competitors:
• Other events (eg Meetup.com) and award• Other Member Bodies seizing IIA vacant space• Firms running free events and providing content (eg
Banks, Telecoms, Global Players, etc)• LinkedIn Groups may replace some member bodies
Industry AnalysisBrief summary of the relevant reports that input into the conclusions of this Strategic Report
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Start-ups are on the rise again Ireland is 8th on EU Digital Scoreboard
Digital Economy is now 6% of GDP
https://www.virginmedia.ie/insights/
https://www.iedr.ie/why-choose-ie/digital-health-index/
SMEs without Online is increasing 25-47% of SMEs had online sales in 2016
https://www.businesspost.ie/home/internet-use-irish-households-continues-grow-374006?auth=login
• 18% of rural Irish consumers say they 'can't get broadband’.
• Almost a third cannot get speeds of over 10Mbs.
• 59% of working population do some form of work at home
Broadband remains an issue
http://www.vision-net.ie/news/2017-annual-review-report/ https://ec.europa.eu/digital-single-market/en/digital-scoreboard
http://shaneoleary.me/blog/index.php/category/digital-marketing-ireland/
Ireland as a Hub for Digital/Internet activityWe are punching above our weight:
11Various data sources summarised by John Whelan - Trinity College Dublinhttps://www.linkedin.com/pulse/ireland-really-punching-above-its-weight-hub-tech-start-ups-whelan
Take Away 1
Take Away 2
Take Away 3
Take Away 4
Take Away 5
Take Away 6
• Dublin #10 City in Europe for total number of developers
• Ireland has the fastest growth in tech jobs in 2016 with a rate of 5.5% (LinkedIn )
• Ireland is #7 source of “mobile” tech talent providing 4% of intra-European tech migrants
• Dublin has 8th largest number of people attending tech meetups in Europe
• Ireland is ranked 6th in Europe in deep tech investment
• Ireland does not feature as a hub or cluster in AI, VR or AR
✓
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Contents
12
SWOT/PESTLEAnalysis
IIA
“As-IS”
ProductPortfolio
Implementation
Research
Feedback
OtherRepresentative
Bodies
Vision,Mission &StrategicPriorities
RoadmapResourcing
Model
ProForma
Income
Risks
&Mitigants
StrategicInsights
1a 1b 1c 1d
2
3
4
5
6a 6b 6c 6d
IIA Overview
13
Summary
Background • Established in 1997, now approaching the 20th anniversary
Purpose • Independent representative body for Irish based businesses who use the internet to do businesses
Mission • Making Ireland a leading web-enabled economy
Structure • Non-profit business association
Members • Suppliers and users of digital services and products • Each member has one vote
Governance • The IIA is directed by a voluntary board of industry experts
Products/Services • Networking and connecting members• Events• Training• Net Visionary Awards• Advice• Working Groups & White Papers• Policy development and Advocacy
Key Data PointsFrom the information provided, the following are the most salient facts
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c5,000Subscribers
130Members, from a
high of 1300
31Stakeholder Interviews completed
146 Survey
Respondents
(Dec 16 v July 16)
20thAnniversary this
year
Current Financial StatusThe following data was provided on 27th January 2017 – no additional analysis has been completed
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€
Outstanding Debtors * 10,500.00
Outstanding Creditors (25,888.17)
Bank Balance 15,592.86
Surplus/Deficit €204.69
*€7500oftheOutstandingDebtorsrelatetotheMyEcomKitwhichrequiresfurtherdevelopmentandtestingbeforealaunchispossible
Existing Membership OverviewBased on 2015 IIA data the current membership is very fragmented across many sectors
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2015 IIA Data
Existing Member/Subscriber Overview (see appendix for more detail)Key insights derived from the January 2017 survey (146 respondents)
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1) Fragmented Base 2) Significant % are mature organisations
4) Heavy weighting towards Dublin 5) Mixed Membership time-span 6) Awards/Events have highest usage
3) Broad mix in terms of size
4.79% 4.11% 5.48%
8.90% 6.16% 6.16%
3.42% 8.22% 8.90%
4.11% 39.04%
0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00%
2015-2016
2013-2014
2011-2012
2009-2010
2007-2008
2005-2006
2003-2004
2001-2002
1999-2000
1997-2001
BEFORE 1996
%NoofCompanies
2015-2016 2013-2014 2011-2012 2009-2010 2007-2008 2005-2006
2003-2004 2001-2002 1999-2000 1997-2001 Before 1996
Contents
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SWOT/PESTLEAnalysis
IIA
“As-IS”
ProductPortfolio
Implementation
Research
Feedback
OtherRepresentative
Bodies
Vision,Mission &StrategicPriorities
RoadmapResourcing
Model
ProForma
Income
Risks
&Mitigants
StrategicInsights
1a 1b 1c 1d
2
3
4
5
6a 6b 6c 6d
Sample of Direct Feedback from Stakeholders (Members, Board, Industry, etc)
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“It would be a shame to see the IIA fail at
this stage”
“Original purpose is done, must
move to 2.0”
“It is my intention to join again”
“We are happy to continue to be a partner”
“The recession is over, people are too busy
to attend events”
”There are many similar organisations, the IIA
needs to be something different”
“We didn't’really try hard enough to get
value from our membership”
“Vital that Ireland has an organisation
focusing on the internet”
“The IIA must find a unique
voice”
“Disappointed with IIA level
of activity outside Dublin”
“They have lost their
mojo in the last couple of
years”
”Net Visionaries
were a highlight in
the calendar”
“There may be opportunities
to partner with similar
organisation”
“The MyEcomKit was supposed to launch last July”
Members/Subscriber Views of IIA today (see appendix for more detail)Key insights derived from the January 2017 survey (146 respondents)
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1) Satisfaction, but room for improvement 2) Mixed in terms of “meeting needs”
4) “Value for Money” is rated Average 5) Low probability of recommending other firms join the IIA
6) Other Member Bodies are rated higher than the IIA
3) Events/Awards have highest ratings
Members/Subscriber Views regarding the future IIA (see appendix for more detail)Key insights derived from the January 2017 survey (146 respondents)
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1) Huge endorsement to continue 2) Appetite to join in 2017
3) Top 3 Priorities are clear 4) Clear preference to serve providers and users
Contents
22
SWOT/PESTLEAnalysis
IIA
“As-IS”
ProductPortfolio
Implementation
Research
Feedback
OtherRepresentative
Bodies
Vision,Mission &StrategicPriorities
RoadmapResourcing
Model
ProForma
Income
Risks
&Mitigants
StrategicInsights
1a 1b 1c 1d
2
3
4
5
6a 6b 6c 6d
Other Member Organisations Desktop Review (1 of 2) (see appendix for more detail)Clearly a very crowded space, Irish SMEs have many options to choose from
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Association Mission(per website) Member #s Products&Services Partners Staff
ICS • Toadvance,promoteandrepresenttheinterestsofICTprofessionalsinIreland.
34 • Techweek- Ireland’snationwidefestivaloftechnology
• 40+free-to-attendICSeveninglectures• CPDCoursesandbusinesscertificates• Awards2016- F1inschools,ECDLIreland• WorkingGroups- NationalCoalitionfor
Ireland
MindLeaders,BusinessAnalystsAssocofIre,AssocofDataProtectionOfficers,HealthInformaticsSocietyofIre,IASAIreland,ITSMF,VisuallyImpairedComputerSocietyofIre,CouncilOfEuropeanProfessionalInformaticsSocieties,InternationalFederationForInformationProcessing
Notavailable
eCAI • Purposeofsettingstandards,theeCAIencouragesgoodpractice,providesinformation
• TopromoteeCommerceastheprimarytransactionchoiceforallcommerce.
N/A • Monthlyguestspeakerandnetworkingevent
AffiliatedwithEMOTA,theEuropeannetworkofeCommerceAssociations
0
ISPAI • ToprovideonevoicefortheIrishISPIndustryatNational,InternationalandEUlevel
• ToprovideafocalpointfordiscussionwithpoliticalgroupsandotherslikelytoimpacttheIndustry.
57 • Hotline.ieawarded theINHOPEQualityAssuranceCertificate
• WorkingGroupontheIllegalandHarmfulUseoftheInternet withAnGarda,ChildProtectionServicesandinternationalPolice
Not available Notavailable
SFA • Voiceofsmallbusiness 8,000 • 14eventsin2016• WhitePapersonallbusinessmatters
Volkswagen,3,EnterpriseIreland,DHL,AIB,BordBia,IdentifiablyIreland,SEAI,Energia,Skillnets,IndependentMediaPartnerwithISA
12
Other Member Organisations Desktop Review (2 of 2) (see appendix for more detail)Clearly a crowded space, Irish SMEs have many options to choose from
24
Association Mission Member#s
Products&Services Partners Staff
IDMA • LeadingthewayinbestPracticeforDataDrivenCommunication
41 • Arrayof8industry-relevantevents,seminarsandcoursesin2016
• KnowledgeLab,ComplianceHub,Regulatory&ComplianceAssistance
DirectMarketingAssociationUK,GlobalMarketingAlliance,FederationofEuropeanDirectandInteractiveMarketing,InternationalFederationofDirectMarketingAssociations,DublinChamberofCommerce
0
ISME • TorepresentthebestofwhatisbestintheSMEsector.• Toanticipateanddecisivelyarticulatetheneedsofthe
sector• Tobevigilant,decisive,anddirectindefendingthe
interestsofallsmallandmediumbusinesses.• Tobebeholdentonointerests,otherthanthemembers.• Toensurethatwhatisurgentdoesnotdetractfrom
whatisimportanttothemembers.• Tohelpmembersbettermanagetheirbusinessthrough
theprovisionofaccurate,timelyandpertinentinfo.
10,200 • Events• TrainingCourses• Advice&Support• 24hourHelpline• Lobbiesonbehalfofmembers
N/A 11
FPAI • TheFPAIrepresentsfintechandpaymentsbusinessinIrelandtodeveloptheregulatory,commercialandcommunityecosysteminwhichtheyoperate.
N/A • OrganisesMember,InternalandPartnerevents
• IndustryAchievementoftheYearAward• FintechandPaymentsWorkingGroup
EnterpriseIreland,NDRC,IDA,Banking&PaymentsFederation,DublinCommissionerforStartups,FinancialServicesInnovationCentre,FinancialServicesIreland
1
TheSalesInstitute
• TheNetworkforProgressiveSalesDirectors 3,000 • Priceincludestrainingcredit• NetworkingeventsandSeminars– 3per
month• Training– 1-2permonth
BrandPartners- AmarachResearch,BordGaisEnergy,ESRI,One4All,DataIreland,CPM,Aviva,Talysis,AA,RSA,SalesPlacement,AXA,KALPRO,Topaz,MillerHeimenGroup,SalesSense,Harvest,CPL,KiddInsurance,EvrosandTogetherDigital
Contents
25
SWOT/PESTLEAnalysis
IIA
“As-IS”
ProductPortfolio
Implementation
Research
Feedback
OtherRepresentative
Bodies
Vision,Mission &StrategicPriorities
RoadmapResourcing
Model
ProForma
Income
Risks
&Mitigants
StrategicInsights
1a 1b 1c 1d
2
3
4
5
6a 6b 6c 6d
Anatomy of a Successful Members OrganisationThis has been derived from stakeholder feedback and the review of other bodies
26
Crystal clear in terms of the vision/mission and why it exists,
ideally based on a “burning platform”
Vision & Mission
Create a viable member base through a compelling reason to join, typically with tiered options
Proposition
Clear 3 Year Plan and Roadmap, with regular
checkpoint reviews
Strategy
Solid financial footing with multiple sources and smooth
cashflow
Financial
Portfolio of partners that both drive member content and contribute to the financial
stability
Partners
Active Board & Chair with mix of small/large and Irish/Global
Directors to drive forward whilst managing governance
Board
Dynamic CEO with strong leadership skills, supported by a members/events team directed
by the board
Staffing
Aligned to government priorities and receive financial support
State
Facilitate connections and member-to-member
engagement, leading to potential sales opportunities
Network
Recognised by members/state/media as the
authoritative voice of the sector, with a “finger on the pulse”
Voice
…applying these factors to the IIA:Also derived from stakeholder feedback and the member/subscriber survey
27
Consensus that a refreshed vision and mission is required,
not clear on why IIA exists
Vision & Mission
Survey indicates that the priorities are Industry
representation, Events and Networking
Proposition
A draft plan exists, this report should advance the completion
of same by the Board
Strategy
Poor cashflow and declining funding sources at present
Financial
Strong desire amongst partners that the IIA remains, they are also willing to contribute and
provide financial support
Partners
Existing board is planning to retire, but at least 6 new
individuals have expressed an interest in becoming a Director
Board
No CEO or staff at present
Staffing
No formal alignment to the government priorities. Low
funding from state sources at present
State
Acknowledged as one of the core strengths of the
organisation
Network
Strong awareness for the organisation and potential exists
to improve further
Voice
Options Extensive feedback on the IIA Future was provided by Stakeholders/Members/Subscribers
28
• Vast majority nominate this as their absolute preference• But explicit assumption that it must be on a stable financial footing, must avoid being quickly back in this
situation again • Huge goodwill exists to help the IIA but needs to be supported by tangible resource, financial and time
commitments
1) Revitalise the IIA
• Many stakeholders recommend this option be pursued in conjunction with Revitalise• There is an awareness of other bodies in similar financial position, and general consensus that
partnership options should be discussed with each
• A minority are of the view that there is no future role for the IIA• Their view is that the IIA should “retire honourably” on the basis of achieving the original mission• Regardless revitalising for primarily nostalgic reasons is not sufficient
2) Merge with another Member organisation(s)
3) Disband the IIA
• Minor enthusiasm for this, but primarily if the Revitalise/Merge options are not achievable• The challenge would drive the organisation forward without paid staff• Propose that the spine would be Events, but that it would require some central administration support to
ensure they are run professionally
4) Transition to a Volunteer staff organisation
Summary Strategic InsightsThe combined analysis and feedback suggests that these are the primary insights upon which a Strategic Plan should be developed
29
SWOT/PESTLEAnalysis
IIA
“As-IS”
Research
Feedback
OtherRepresentative
Bodies
1a 1b 1c 1d
This is the “Moment of Truth” for the IIA
• Driven by a combination of falling membership, a precarious financial position and imminent lack of Board/Staff
There is substantial goodwill for the Organisation
• Huge endorsement for the organisation to continue and a willingness among members and partners to contribute to the revitalisation option
A “Sweet Spot” needs to be identified and optimised
• Whilst there are significant opportunities for an organisation like the IIA, it is an extremely crowded space in terms of competitors. A clear mission and vision needs to be identified and optimised
Accelerating Irish online sales growth is a national priority
• Government & Industry Stakeholders have identified eCommerce and online sales as a key growth opportunity for Ireland to tap
Resolving the financials will require active leadership
• Despite the goodwill and potential opportunities, the IIA cannot be revitalised without first resolving the financial status. This must be the first priority for the new Chair and Board.
Insights
Contents
30
SWOT/PESTLEAnalysis
IIA
“As-IS”
ProductPortfolio
Implementation
Research
Feedback
OtherRepresentative
Bodies
Vision,Mission&StrategicPriorities
RoadmapResourcing
Model
ProForma
Income
Risks
&Mitigants
StrategicInsights
1a 1b 1c 1d
2
3
4
5
6a 6b 6c 6d
What is a Vision and Mission?
31
Description Examples Stakeholder Suggestions for the IIA
Vision • The future destination• Describes what we would like the
organisation to become• Provides direction and inspiration
Coke: To be within an arm’s length of desire
Disney:To make people happy
Stanford:To become the Harvard of the West
• Help Irish SMEs be online and exploit online opportunities• Connect businesses through events, training and information in order to help
indigenous companies get online and help those already online to grow
• Facilitate engagement between suppliers and buyers – bidding process, tips,
templates, tools, etc
• Enable Ireland to become a leading global digital economy
• Advocacy through a strong audible voice on behalf of online businesses in
Ireland
• Thought Leadership for the future of the Irish Internet
• Internet for Everybody - promoting the availability and ethical use of the internet
• Forum for big businesses to help small businesses
• Foster innovation to drive economic growth
• Indigenous companies wanting to use digital to grow the business
• “To make Ireland a leading global web-enabled economy”
• Aid the resolution of the ICT skills shortage
• Providing standards, accreditation and quality benchmarks for internet service
providers.
• Provide training support, advice and discount options for members
Mission • The reason the organisation exists today• Typically on the basis of WHAT we do,
HOW we do it, for WHOM are we doing it for
Walmart:To give ordinary folk the chance to buy the same things as rich people
McDonalds:To be our customers favourite place to eat and drink.
Vision & Mission – Draft for DiscussionUltimately a new IIA Board will determine the refreshed Vision & Mission. The following is an outline draft that represents the majority view of stakeholders:
32
Vision: To be the leading member association for
indigenous businesses that market and sell online.
Mission: We exist to provide our members with networks,
timely guidance, supports and pioneering tools that
combine to accelerate their business growth.
Strategic PrioritiesA clear Vision & Mission drives the identification of a set of Priorities for the Board to drive forward
33
Finalise the Vision and Mission and obtain approval from
members to proceed
Vision & Mission
Develop and launch a compelling tiered proposition (incl MyEcomKit) for existing,
expired and new members
Proposition
Finalise the Strategic Plan and determine the goals and
measures to track progress
Strategy
Develop a 3 year financial model and confirm funding sources
Financial
Present the Strategic Plan to existing/potential partners and
seek their support
Partners
Seek approval from the members to appoint a new
Board
Board
Once the financial model is confirmed, start the recruitment
process
Staffing
Present the Strategic Plan to existing/potential state partners
and seek their support
State Network Voice
Deferuntilotherdeliverablesareinplace
IIA Strategic House
34
WhydoestheIIAexist?
Vision:• Tobetheleadingmember
associationforindigenousbusinessessellingonline.
Mission:• Weexisttoprovideour
memberswithnetworks,supportsandpioneeringtoolsthatcombinetoacceleratetheironlinegrowth.
Wheretoplay?
• SMEswhoarealreadysellingonlineorseekingtostart
• TechProductCompanies&Startups
• MultinationalCompaniesbasedinIreland
• Agencies&Suppliers• Digitalleaders&Influencers
WhatCapabilitiesareneeded?
• StrongBoardwithmixintermsofsizeandindigenous/global origins
• DynamicCEOwithsupportteam
• DedicatedvolunteersforWorkingGroup
HowToWin?
• Compellingpropositionformembers
• ClearStrategicPlan• FinancialStability• Strongpartnershipswith
leadingindustryplayers• Alignedtoakeygovernment
priority
IIAStrategicHouse
WhataretheGoals?
• TobedeterminedbytheBoard
Goals & ObjectivesThe new board needs to determine the set of goals and objectives
35
Goals
tbc
tbc
tbc
tbc
xxxx xxx xxx xxx xxx
Objectives
Goals are general definitions that capture results being sought over a period of 2/3 years.
SMART - specific, measurable, achievable, results focus and time-bound (typically 1 year).
tbc
tbc
tbc
tbc
tbc
tbc
tbc
tbc
tbc
tbc
tbc
tbc
tbc
tbc
tbc
tbc
Contents
36
SWOT/PESTLEAnalysis
IIA
“As-IS”
ProductPortfolio
Implementation
Research
Feedback
OtherRepresentative
Bodies
Vision,Mission &StrategicPriorities
RoadmapResourcing
Model
ProForma
Income
Risks
&Mitigants
StrategicInsights
1a 1b 1c 1d
2
3
4
5
6a 6b 6c 6d
Product PortfolioIt is recommended that the following products be prioritised for design and rollout
37
Network Events
• Develop the 2017 schedule of events and communicate with members – ensure appropriate mix of Webinars and Dublin/Regional locations• Secure top-class experts on Focus Areas that resonate with members (see next slide) – quid pro quo for them is short sales pitch• Incorporate networking opportunity at every event• Schedule should also include “Half Day Deep Dives” on selected topics – proven success in terms of attendees and revenue generation• Explore the potential to recommence the Annual Conference – but must be self-sufficient from a financial perspective
1
Thought Leadership• Through Working Groups (members and partners), select and develop points of view on 5 prioritised Focus Areas for 2017 (see next slide)• Ensure the outputs include practical tools for application – eg checklist, templates, best practices, etc• The Working Groups do require leadership and drive to complete in a timely manner
2
Advocacy • Identify Focus Areas (see next slide) that resonate with members and agree advocacy position with them• Ensure full adherence to the Lobbying Act – enforcement provisions in place since 1st January 2017
3
Tools & Supports• In conjunction with our members and partners, design, build and rollout a suite of tools and supports to our membership base• Prioritise the completion of the MyEcomKit – aligns extremely well with the proposed vision and mission. Also addresses key partners’
requirements and fulfils the financial commitment they have already made• Explore the potential and feasibility of an ”IIA Q Mark” that accredits suppliers to the Internet Industry
4
Skills Training• Continue with the Irish Times training partnership – fits well with the Vision and an important source of funding• Seek to identify and rollout additional courses that meet member needs• Explore potential for regional hubs
5
Net Visionary Awards• Recognised as a highlight in the calendar and viewed by significant majority of stakeholders as being more prestigious than other events• It is also a very profitable revenue stream for the IIA• The Hall of Fame Award is extremely well regarded, there remains an opportunity to leverage the support of previous winners• Some confusion regarding the brand positioning, needs to be heavier emphasis place on the IIA brand
6
Potential Focus AreasA number of the products require specific topics for focus, the board should prioritise 5 that will resonate best with existing and potential members
38
Connectivity
Digital Disruption
IOT
ICT Skills
Data Protection
Broadband
Fintech
Grant Applications
Localisation
Internationalisation
Cloud
Regulations
Digital Inclusion
AR/VR
Patents
Software/Platforms
Future Trends
Ethics
Sharing Economy
Copyright
Existing Brand & LogoVery mixed views in terms of whether a change is required or not. Suggest it is not an immediate priority to resolve
39
Commentary
• Not an immediate priority for the following reasons:• Need to agree the Vision, Mission and Strategy first• Reasonable awareness of the existing brand • Build on the 20 year heritage• Rebranding can be expensive exercise that requires funding• Strong social media presence under existing brand name• Would also require a launch – again costs associated with that• Changes may be identified if a partnership is progressed
• At the appropriate time, stakeholders have suggested that potential changes could include moving from:
• Association to Institute• Irish to Ireland• Internet to Digital
• In the short-term, if there is a desire to signal change and a new era, consideration should be given to:
• Moving to IIA only – ie drop “Irish Internet Association”• Changing the existing tag line to reflect the agreed Vision
Jan2017Member/SubscriberSurvey
Membership Category Options
40
• Current Membership Categories are:• Corporate >50 employees €695• SME 3-50 employees €350• Individual <3 employees €220
• Pricing is broadly in line with the industry and other similar member bodies• Recognition by most that membership is like that of a gym, the onus is on the member is to maximise their own value• Very mixed views in terms of the current categories:
• View that they are standard for the industry and don’t need change• Conversely, many stakeholders feel they are archaic and not fit for the internet industry
• In the short-term the recommendations are:• Leave the categories unchanged, with a review at end of 2017 • Add a free membership for third level students, they will provide a new energy and volunteer pool. Consider having one on
the board too• Seek to agree a partnership with the Local Enterprise Offices (and other bodies) to subsidise and/or provide their clients
with a discount offer• Improve payment options, including direct debit (auto rollover for next year), PayPal and Bitcoin• Consider option to “apply” to join, ie certain criteria must be met before membership will be accepted• Test the market re opportunity to increase the Corporate price
Partnership OpportunitiesThere are 4 potential options in terms of Partnerships – each have merit and should be explored further
41
1) IIA Partners
• Assuming that the IIA has a viable member base, compelling mission and exciting partnership/sponsorship propositions, the following organisations have indicated a willingness to discuss opportunities that align to their own objectives:
• Microsoft
• Enterprise Ireland
• IEDR
• Blacknight
• AIB
• Digital Hub
2) Merger
• The IDMA has expressed a willingness to discuss the merits of a potential merger
3) Affiliate
• Under this alternative the IIA becomes an affiliate of a larger organisation and avails of shared services, membership offers, branding, etc
• Options include• ISME
• ICS
• Internet Society (Irish chapter)
4) Collaborate
• The IIA identifies other organisations where there is mutual benefit in have a formal collaborative model to share content, members, events, etc
• Options include• Fintech & Payments Association
• NDRC
• Dogpatch Labs
• Local Enterprise Offices
• Chambers Ireland
• Retail Excellence
• eCommerce Association
• ISPAI
Contents
42
SWOT/PESTLEAnalysis
IIA
“As-IS”
ProductPortfolio
Implementation
Research
Feedback
OtherRepresentative
Bodies
Vision,Mission &StrategicPriorities
RoadmapResourcing
Model
ProForma
Income
Risks
&Mitigants
StrategicInsights
1a 1b 1c 1d
2
3
4
5
6a 6b 6c 6d
2017 Implementation RoadmapThe following is a high-level sequencing of the key priorities
43
2017Phase Initiative Q1 Q2 Q3 Q4
Get Fit
Finalise the Vision & Mission
Develop Member Proposition
Appoint the Board
Finalise the Strategic Plan (including goals & objectives)
Develop 3 Year Financial Model
Launch &
Grow
Relaunch the IIA (Member Drive)
Recruit new team
Conduct Partner Roadshow
Engage with State bodies
Commence engagement with industry stakeholders and media
Resourcing Proposal: Seek to recruit a new CEO and a part-time event/member specialist
44
• Stakeholder feedback and a review of other Member Organisations indicates:
• Paid staff are a key success factor in their sustainment and growth
• A CEO is a must – under the direction of the Board they are the heart of the organisation and the public face
• Volunteers are an important factor, but the organisation will never be their number 1 priority
• Events/Awards/etc require administrative support on a timely basis
• On that basis, the recommendation is as follows:
• Appointment of a CEO – if acceptable to the chosen candidate, an initial appointment on a 3 day basis would have financial benefits
• Part-time Event/Member Specialist – 2 days per week
• Engagement with Event Management company only when their costs are covered from the event revenue
Pro Forma Income Statement:The following analysis is indicative and will require detailed CEO/Board review
45
Commentary:• These estimates require refinement based on previous years IIA data• Recommend the Board seek commitment from c.3 partners. Funding released in quarterly tranches upon confirmation of key metrics• The cashflow implications will also have to be determined• The financials associated with the MyEcomKit product are not included in these forecasts – more data required in terms of the current status• The Pro Forma excludes rent on assumption of getting free space from a member - representing an annual saving of c.€10k
# Risk Potential Impact Mitigants1 Members do not support the revised strategic plan • IIA is likely to fold • Clear communication and opportunity to voice
support or otherwise
2 The member proposition is not sufficiently attractive to drive an increase in numbers
• Significant financial impact in terms
of fees and attendee numbers
• Finalise the proposition and test market reaction
3 The Financial Plan indicates that the sources of revenue are unpredictable
• IIA is likely to fold • Conduct detailed analysis based on IIA data
• Accelerate discussions with potential partners
4 The Board does not have an adequate mix of small/large company representatives and Irish/Global
organisations
• Does not reflect the targeted
member base and may diminish the
quality of product deliverables
• Early engagement with large/global organisations to
elicit their support and membership
5 There is an inability to identify an appropriate CEO candidate
• The board may be able to drive
progress in the short-term, but
ultimately a CEO is required
• Formal search process led by Board Sub-Committee
Risks & Mitigants
46
Conclusions & Next Steps
47
Conclusions
• The IIA is in it’s 20th year and has achieved many successes over the past 2 decades
• However, the organisation is now at a crossroads regarding membership numbers and financial/staffing resources
• There is an urgency to mobilise quickly as Members/Partners are likely to be shifting their focus to competitors
Recommended Next Steps:
• Develop and launch a compelling tiered proposition for existing, expired and new members, (incorporating a
product portfolio with 5 specific focus areas, including MyEcomKit)
• Finalise the Strategic Plan and determine the goals and measures to track progress
• Develop a 3 year financial model and confirm funding sources
• Present the Strategic Plan to existing/potential partners and seek their support
• Once the financial model is confirmed, start the recruitment process for new IIA team
Appendix 1Detailed Survey Results
48
Q1: Which of the following best describes the principal industry of your organisation?
49
Answered: 146 Skipped: 0
Q2: In what year was your company founded?
50
Answered: 146 Skipped: 0
4.79%
4.11%
5.48%
8.90%
6.16%
6.16%
3.42%
8.22%
8.90%
4.11%
39.04%
0 0.05 0.1 0.15 0.2 0.25 0.3 0.35 0.4 0.45
2015-2016
2013-2014
2011-2012
2009-2010
2007-2008
2005-2006
2003-2004
2001-2002
1999-2000
1997-2001
BEFORE1996
%NoofCompanies
2015-2016 2013-2014 2011-2012 2009-2010 2007-2008 2005-2006
2003-2004 2001-2002 1999-2000 1997-2001 Before 1996
Q3: What is the size of your company (in terms of employees)?
51
Answered: 146 Skipped: 0
Q4: In what county are you based?
52
Answered: 146 Skipped: 0
Q5: How long have you been a member of the Irish Internet Association?
53
Answered: 113 Skipped: 33
Q6: Overall, how satisfied or dissatisfied are you with the IIA?
54
Answered: 112 Skipped: 34
Q7: How well do the IIA services meet your needs?
55
Answered: 107 Skipped: 39
Q8: In the past, which of the following IIA services have you used and what is your overall satisfaction for each? (Please select all that apply)
56
Answered: 109 Skipped: 37
Q9: How would you rate the value for money of the overall IIA membership offering?
57
Answered: 107 Skipped: 39
Q10: How likely is it that you would recommend the IIA to a friend or colleague?
58
Answered: 109 Skipped: 37
Q11: Relative to other representative bodies, how does the quality of the IIA membership offering compare?
59
Answered: 103 Skipped: 43
Q12: If 2017 membership were available today, how likely are you to join?
60
Answered: 109 Skipped: 37
Q13: Which of the following options do you recommend for the IIA?
61
Answered: 106 Skipped: 40
Q14: In your view, which are the top 3 priorities the IIA should focus on in order to provide value to your organisation?
62
Answered: 106 Skipped: 40
Q15:
63
Answered: 62 Skipped: 84
Nodata– openendedquestion
Q16: Which of the following do you recommend as the future membership mix for the IIA?
64
Answered: 101 Skipped:45
Q17: Do you believe that the existing IIA brand and logo should be retained?
65
Answered: 101 Skipped: 45
Q18:
66
Answered: 152 Skipped: 94
Nodata– openendedquestion
Q19:
67
Answered: 27 Skipped: 119
Nodata– openendedquestion
Appendix 2Member Bodies Review
68
69
Irish Computer Society Association Snapshot
Mission&Vision:• ThemissionoftheIrishComputerSocietyistoadvance,
promoteandrepresenttheinterestsofICTprofessionalsinIreland.
PricingLargeEnterprise€2,500
MediumEnterprise€1,500SmallEnterprise€750
Charteredindividual€190Affiliate/Fellowindividual€135Professionalindividual€115
StudentFree
PrimaryProducts&Services:• TechWeek- Ireland’snationwidefestivaloftechnology• 40+freeICSeveninglectures• CPDCoursesandbusinesscertificates• Awards2016- F1inschools,ECDLFoundationBestPracticeAwards• WorkingGroups- NationalCoalitionforIreland
Membership#s34Corporatelisted
TargetMemberSegments• IndividualandCorporateITprofessionals• Needaqualificationtojoin
OtherRelevantInfo:• Established1967• Board– ColmGartlan(Greencore),TimHayesCIO,KevinCooney(Xilinx),DavidFox(BordnaMona),PatClarke(Omnipay),BrendanHealy (IrishLife
Group),LiamMolloy(ESB),GerryQuinn(CentralBank),JohnBarron,AshlingCunningham(Ervia),KevinBreen,RichardCorbridge(HealthServiceExecutive),EleanorO’Neill(Symantec)
• Partners– MindLeaders,BusinessAnalystsAssocofIre,AssocofDataProtectionOfficers,HealthInformaticsSocietyofIre,IASAIreland,ITSMF,VisuallyImpairedComputerSocietyofIreland,CouncilOfEuropeanProfInformaticsSocieties,InternationalFedForInformationProcessing
• Staff– N/A• BasedinPembrokeRoad,Dublin
eCommerce Association of Ireland Snapshot
70
Mission&Vision:• Purposeofsettingstandards,theeC.A.Iencouragesgood
practice,providesinformation,andpromotestheuseofeCommerceinIreland
• ThemissionistopromoteeCommerceastheprimarytransactionchoiceforallcommerce.Whethershoppingforphysicalproducts,digitalproductsandservices,orbusinesstobusinesstransactions.
Pricing<5employees€120pa5-25employees€320pa
26-100employees€800pa101-250employees€1,500pa>350employees€3,500pa
PrimaryProducts&Services:• Monthlyguestspeakerandnetworkingevent
Membership #sN/A
TargetMemberSegments• Peoplethatsellonline,aretryingtosellonlineorare
consideringtryingtosellonline• Businesses,organisationsandindividualsinvolvedwith
ecommerceeitherinIrelandorinternationally.
OtherRelevantInfo:• Founded2015• eC.A.I.memberschoosetobeauditedonjoiningandonanannualbasistoupholdminimumrequirementsandgainaccreditation• eC.A.I.areaffiliatedwithEMOTA,theEuropeannetworkofeCommerceAssociations,seekingacommongoal.EMOTAareapolicydriven
groupbasedinBrussels• Sponsors– NationalCollegeofIreland,Propelad,Trustpilot• Staffing– N/A• NonProfit• BasedinDamastownIndustrialPark,Dublin15
Internet Service Providers Association of Ireland Ltd Snapshot
71
Mission&Vision:• ToprovideonevoicefortheIrishISPIndustryatNational,
InternationalandEUlevel• Toprovideafocalpointfordiscussionwithpoliticalgroupsand
otherslikelytoimpacttheIndustry.
PricingPlatinumMembership- €15K(Revenue>€7M)
GoldMembership- €7K(Revenue<€7M)SilverMembership- €3.5K(Revenue<€3.5M)BronzeMembership- €1.7K(Revenue<€1.5M)AssocMembership- €650(Revenue<€750K)AssocMembership- €300(Revenue<€250K)
PrimaryProducts&Services:• Hotline.ieawarded theINHOPEQualityAssuranceCertificate• WorkingGroupontheIllegalandHarmfulUseoftheInternet withAnGarda,
ChildProtectionServicesandinternationalPolice• Expertadviceandsupport
Membership#s57
TargetMemberSegments• OrganisationswhichprovideInternetaccess,e-mailorhosting
services• NewlyestablishedorStart-UpandMicroProviderOrganisations
OtherRelevantInfo:• EstablishedApril1997• Dualfundingmodelintermsofgrantsandmemberfees• Fundshotline.ie(anonymousplatformtothepublictoreportMembers– Meteor,3,Eir,Google,Yahoo• MemberofEuroISPA• Board- PaulDurrant,CEO,PaulCunnanneChair(CEOWestnet),PatrickGalvinViceChair(Eir),JillJohnston(Hutchison3G),ConorMoran(CEOand
Founder,IrishDomains),AidanCarty(HEAnetLtd).• Nonprofit• BasedinSandyfordOfficePark,Dublin
Small Firms Association Snapshot
72
Mission&Vision:• Vision:Irelandbeingthemostvibrantsmallbusinesscommunity
intheworld- supportingentrepreneurship,valuingsmallbusinessesandrewardingrisktakers.
• Mission:tobethetrustedpartnerofsmallbusinessesinIreland,todeliverbusiness-focusedadviceandinsightstomembercompanies,influencegovernmentpolicytothebenefitofsmallbusinessesandconnectitsmembersinathrivingcommunity.
Pricing1-20Employees- €70721-30Employees€77531-40Employees€89841-50Employees€1,020
PrimaryProducts&Services:• 14eventsin2016• Awards– N/A• Papersonallbusinessmatters– needlogontoviewfullpaper• WorkingGroups– N/A
Membership#s8,000
TargetMemberSegments• Organisations,companiesandindividualsoperatinginallsectors
oftheeconomyintheRepublicofIreland,withlessthan50employees
OtherRelevantInfo:• NationalCouncil– SueO’Neill(Shellcove),AJNoonan(RhonellenGroup),AdeolaOgunsina(On-siteRefuelling),AndreaLinehan(Grid
Finance),BrendanNewsome(WireRopes),CarolAnnCasey(CACompliance),DaveByrne(Dualtron),DesCummins(CumminsGroup),FrederickaSheppard(VoltedgeManagement),GeraldineLavin(3rdiITandBusinessServicesLtd),GeraldineMagnier(IdiroAnalytics),GrahamByrne(CardinalCapital),SeanWalsh(PopularLinensTradingCo.)
• PartofIBEC• Partners– Volkswagen,3,EnterpriseIreland,DHL,AIB,BordBia,IdentifiablyIreland,SEAI,Energia,Skillnets,IndependentMedia• 12full-timestaff• BasedinBaggotStreet,Dublin
Interactive Direct Marketing Association Snapshot
73
Mission&Vision:• LeadingthewayinbestPracticeforDataDrivenCommunication
PricingCorporate- €650pa
AssociateMembership- €350pa<2yearsinoperation
SME<4employees- €350paCharities- €350pa
PrimaryProducts&Services:• Arrayof8industry-relevantevents,seminarsandcoursesin
2016• WhitePapers• KnowledgeLab,ComplianceHub,Regulatory&Compliance
Assistance
Membership#s41
TargetMemberSegments• Companiesinvolvedintheuseofdatadrivencommunication
OtherRelevantInfo:• Established1988• Board- HughJones(Sytorus),BillMoss(BillMossPartnership),LorcanLynch(DataExcel)• Partners- DirectMarketingAssociationUK,TheGlobalMarketingAlliance,FederationofEuropeanDirectandInteractiveMarketing,
InternationalFederationofDirectMarketingAssociations,DublinChamberofCommerce• Nostaffatpresent• NonProfit• BasedinClonee,CoMeath
Irish Small and Medium Enterprises Association Snapshot
74
Mission&Vision:• TorepresentthebestofwhatisbestintheSMEsector.• Toanticipateanddecisivelyarticulatetheneedsofthesector.• Tobevigilant,decisive,anddirectindefendingtheinterestsofallsmalland
mediumbusinesses.• Tobebeholdentonointerests,otherthanthemembers.• Toensurethatwhatisurgentdoesnotdetractfromwhatisimportanttothe
members.• Tohelpmembersbettermanagetheirbusinessthroughtheprovisionof
accurate,timelyandpertinentinformation.
PricingVariesbynoofemployees
1-10€42521-30€635100€1,107150€1,490250€2,130
PrimaryProducts&Services:• Events,TrainingCourses,Advice&Support24hourHelpline,• AwardsN/A• WhitePapers– N/A• Lobbiesonbehalfofmembers
Membership#s10,200
TargetMemberSegments• Ownersofsmall&mediumbusinessinIreland
OtherRelevantInfo:• NationalCouncil- JamesCoghlan(ntSportsActivitiesLtd),CiaranMurtagh(ShayMurtaghPrecast),RobertBerney(P.C.HoldingsLtd),HelenJohnston
(AmrayMedical),DesBriody(ShannonInsulations),JohnBarry(ManagementSupportServices),JoeBehan(BehanDisputeResolution),DermotByrne(DermotByrne&AssocTaxConsultants),ConorCallinan,(ThePrintedImage),EoinFitzpatrick(FitzpatrickWholesale),BrianHalligan(BrianHalliganInsurance),DanielHickey(AllinAllIngredients),Eamonn (MoneyPlus),JohnMartin(C.B.Forms),FionaNolan(NorthsideEnterpriseCentre),SiobhanO’Connor(Codex),EilisQuinlan(EilisJ.Quinlan&Co)
• 11staff• Nonprofit• BasedinKildareStreet,Dublin
Fintech & Payments Association Snapshot
75
Mission&Vision:• TheFPAIrepresentsfintechandpaymentsbusinessinIrelandto
developtheregulatory,commercialandcommunityecosysteminwhichtheyoperate
• Clearfocusbasedongovernmentstrategicpriorities
PricingIndividual- Free
<10employees€250pa<50employees€500>50employees€2,500
FinancialInstitutions,InvestorsorProfessionalServices€2,500
PrimaryProducts&Services:• OrganisesMember,InternalandPartnerevents• IndustryAchievementoftheYearAward– ColmLyon,Chairman• WhitePapers• FintechandPaymentsWorkingGroup
Membership#sN/A
TargetMemberSegments• IrishandInternationalFinancialtechnology andpayments
businessesandindividuals
OtherRelevantInfo:• Established2015• Dualfundingmodelintermsofgovernmentsupportandmembershipsubscriptions• DirectorsPaulKerley.Chairman,MorganLynch(Senddr),AnnaScally(KPMG),ColmRafferty(MaplesandCalder),RuthMcCarthy(Fexco),
BrianMcCabe(StateStreet),MarkBonham(Airbnb)• Partners– EnterpriseIreland,NDRC,IDA,Banking&PaymentsFederation,DublinCommissionerforStartups,FinancialServicesInnovation
Centre,FinancialServicesIreland• 1part-timestaffmember• Nonprofit• BasedinCraneStreet,Dublin
The Sales Institute
76
Mission&Vision:• TheNetworkforProgressiveSalesDirectors
PricingBusiness€1,980Corporate€3,675Enterprise€5,250Global€7,500
PrimaryProducts&Services:• Priceincludestrainingcredit• NetworkingeventsandSeminars– 3permonth• Training– 1-2permonth
Membership#s3,000
TargetMemberSegments• SalesDirectorsfrombluechipprogressivecompanies
OtherRelevantInfo:• Established1995• NationalCouncil– ConorMorris,VeronicaRahenberg(Fujitsu),JohnO’Driscoll(BTIreland),BrianMagennis(Britvic),PatriciaHyland(Laya),Pat Watt
(KBC),CliveRyan(Facebook),JohnMcCormack(Microsoft),DanielParker(RSA),JockJordan(One4All),JoeWalsh(GrosvenorServices),PeterGallogly(Dixons),RonanWhelan(Siro),LorraineButler(CPM),NiallCoogan(Aryzta),RobertKennedy(Aviva),RonanMorris(WebTogether),MarkAherne(LucozadeRibenaSuntory),NiallKenna(MarsIre),DavidFitzgerald(AIBMerchantServices),StephenCarberry(IrishLife)
• BrandPartners- AmarachResearch,BordGaisEnergy,ESRI,One4All,DataIreland,CPM,Aviva,Talysis,AA,RSA,SalesPlacement,AXA,KALPRO,Topaz,MillerHeimenGroup,SalesSense,Harvest,CPL,KiddInsurance,EvrosandTogetherDigital
• 5Staff• LimitedCompany• BasedinFitzwilliamStreet,Dublin