NETWORK OF EXECUTIVE WOMEN Board of Directors meeting Monday, October 12, 2009 8 am – 2 pm Meeting...

NETWORK OF EXECUTIVE WOMEN

Board of Directors meeting

Monday, October 12, 20098 am – 2 pmMeeting rooms: State Rooms 3&4Conference Center, 3rd floorSheraton Dallas Hotel400 N. Olive St.Dallas, TX 75201

Agenda

Agenda Cont.

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

NEW Board of Directors Meeting October 12, 2009

Bylaws Changes Change Requested Current Bylaw Proposed Bylaw To ensure a realistic timeframe for the Nominating Committee to conduct its work while maintaining adequate notification to members.

Section 3.10 NOMINATIONS At least 4 calendar months prior to any Annual Meeting of Members that includes an election of one or more Directors, the Nominating Committee will meet to select the slate of candidates for the Board election. At least 3 calendar months prior to the applicable Annual Meeting of Members, the Nominating Committee shall notify the Members of its nominee(s) for Director(s). The Board of Directors or Executive Committee may waive the deadlines in this paragraph. Any Member who wishes to nominate any person other than one selected by the Nominating Committee to any position on the Board of Directors shall present a Petition to the Secretary of the Network with the signatures of at least 100 Members or 5% of the total number of Members, whichever is less, in support of said nomination. The Petition may be mailed to the Secretary at the Management Office of the Network or to the Network’s Resident Agent in the State of Maryland. It must be received at one of those locations at least 2 but no more than 3 calendar months prior to the Annual Meeting of Members. Only persons nominated pursuant to this section shall be eligible to be elected as Directors. Nominations may not be submitted at the Annual Meeting of Members.

Section 3.10 NOMINATIONS At least 10 weeks prior to any Annual Meeting of Members that includes an election of one or more Directors, the Nominating Committee will meet to select the slate of candidates for the Board election. At least 2 calendar months prior to the applicable Annual Meeting of Members, the Nominating Committee shall notify the Members of its slate of nominee(s) for Director(s) and other positions. The Board of Directors or Executive Committee may waive the deadlines in this paragraph. Any Member who wishes to nominate any person other than one selected by the Nominating Committee to any position on the Board of Directors shall present a Petition to the Secretary of the Network with the signatures of at least 100 Members or 5% of the total number of Members, whichever is less, in support of said nomination. The Petition may be mailed to the Secretary at the Management Office of the Network or to the Network’s Resident Agent in the State of Maryland. It must be received at one of those locations within two weeks after the members have been notified of the Nominating Committee’s slate. Only persons nominated pursuant to this section shall be eligible to be elected as Directors. Nominations may not be submitted at the Annual Meeting of Members.

To allow the Nominating Committee to select the best candidate for a Director or Committee Chair. If the right candidate is not available at the time of the nomination process, the Nominating Committee may ask the incumbent to stay on a short time until a replacement is appointed.

Section 3.17 VACANCIES Whenever any vacancy occurs on the Board of Directors by death, resignation, removal, or otherwise, it may be filled by the Board of Directors or the Executive Committee. Any Director so elected shall serve for the remaining term of the replaced Director. A Director who is elected to fill the vacant position of a Director whose remaining term is less than one year will not have that partial year counted towards any of the term or time limits of section 3.13.

Section 3.17 VACANCIES Whenever any vacancy occurs on the Board of Directors by death, resignation, removal, or otherwise, it may be filled by the Board of Directors or the Executive Committee. Any Director so elected shall serve for the remaining term of the replaced Director. A Director who is elected to fill the vacant position of a Director whose remaining term is less than one year will not have that partial year counted towards any of the term or time limits 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.

Proposed Bylaw Changes

NEW Scholarship Criteria

Treasurer’s Criteria

• Technical Skills:– Strong business leader

Consensus builderTime managementFinance experience and knowledge; firm understanding of balance sheets and budgetsKnowledge of non-profit tax law and codesAbility to prepare budget across organization

• External Work Experience– Retail and/or consumer packaged goods experience

Experience in being held accountable for P&LFinance 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

Vision: Vision for key body of work. Effective succession plan for sustainable leadership to drive the vision of NEWCentral 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:Talent Acquisition via Intentional Succession PlanningKey Owners:Alison Kenney PaulMichelle MurphyOfficer Oversight: Kim FeilRegenia SteinJohn MoriokaElizabeth HosickJoy NicholasStaff AlignmentNathalia Granger

1.Recruiting2.Onboarding3.Leveraging Alumni/Champions4.Leadership student organizations

Resources Needed1.Marketing & Communication plan2. Committee/Consulting Resources (Deloitte)3. Board development committeeEst. Cost: No costTarget Start: Jan. 1, 2009Target Completion: On-going—first report out to Board Meeting April 2009Status:Time Line -Roadmap at April BOD meeting/pipeline 2Q 2009.

ScorecardHow will your work be measured for effectiveness and value to the sponsors/members. Establishment of position sharing. Each position has a “back-up”.Clearly articulated role descriptions, process for succession planning at Board, EC and officer level

Strategic Pillar:Role infrastructureKey Owners:(same as above)

1.Benchmarking/best practices2.Process & tool identification3.Road map development

Resources Required: (same as above)Est. Cost: Target Start:Target Completion: Status:

(same as above)

Succession Planning PILLAR – Objectives & Goals, Strategies, Measures (OSM)

• 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

NEW Succession Planning Pillar Progress

- 12 -- 12 -

Call for Applications

Plan and activate call for applications + follow-up with

pipeline prospects

New Existing

Board Matrix

Identify any gaps in knowledge, skills, demographic or

sponsor representation and prepare to replace anyone reaching

term limits

Voting

ByMembers

SlateApproval

By Board at Large

Build Slate

Review applications

on won, meet to select slate

Call for Potential

Successors

Nominations Committee lead asks incumbents

for names of potential

successors

Ow

ner

Phase

Present Slate

Present slate, additional member

nominations, notify

nominees

Simplified Succession Management Flow

Board-Wide Evaluation

Collective assessment of Board strengths

and areas for improvement

Identify and Cultivate Potential Successors

Consider board needs for sponsor company

representation, identify and mentor potential replacements

Record Keeping, Meeting Planning, Timeline Tracking, Communications, General Support

- 13 -- 13 -

Succession Management Implementation Plan

*By-law mandated dates; 2010 dates pending board approval on 10/12/09

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 CommitteePosition Type Last First

TermExpires

Eligible for Re-election 10/09 Action 2010 Action

President M Kenney-Paul Alison 2009 Yes Re-nominate Nominate GloecklerPresident - Elect R Gloeckler Michelle 2009 Yes Re-nominate Name new Pres-electImmediate Past President O Angelus Helayne 2009 Yes Remains vacant Nominate Kenney-PaulTreasurer R Hosick Betsy 2010 No Up, cmte chair or At-largeSecretary 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-largeChair, Regionals M Edelson Maria 2009 Yes Nominate for 1st

full termChair, Sponsorship M Stein Regenia 2010 Yes Re-nominateChair, Industry Relations M Gorshe Mike 2009 Yes Re-nominateAt-large M Fink Anne 2010 No Cmte Chair, Officer or offAt-large M Grosh Debbie 2009 No New BoD member

elected

At-large M Hamilton Julie 2010 No Cmte Chair, Officer or offAt-large M Jones Jennie 2009 No New BoD member

elected

At-large R Priest DeDe 2010 No Incumbent resigning - Elect replacement to complete last year of term

Elect replacement director to a full term

At-large R Wall Della 2009 Yes Re-nominateAt-large M Murphy Michele 2009 Yes Re-nominateAt-large M Nakken Caroline 2009 Yes Re-nominateAt-large M Saguto John 2009 Yes Re-nominateAt-large M Rossi Margarita 2010 Yes Re-nominateAt-large M Grant Beverly 2010 Yes Re-nominateAt-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-nominateAt-large R Stufflebeme Sharon 2010 Yes Re-nominateAt-large R White James 2010 No Incumbent

resigning - Elect replacement to complete last year of term

Elect replacement director to a full term

At-large M O'Hare Bobbie 2010 Yes Re-nominate

Actual Maximum MinimumR= Retailer/distributor 9 11 10M=Manufacturer/broker/service provider 17 11 10

O=Media/association/independent consultant

1 5 3

27 27 23

OSM – Global Expansion Pillar

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 .


Strategic Pillar:Define what we mean by globalKey Owners:Helayne AngelusJulie HamiltonJohn SagutoJames WhiteBob DicksonDeDe Priest Sharon StufflebemeMargarita RossiStaff AlignmentJoan Toth

1. Develop question set to send to BOD Members2. Enlist key champions (Bob McDonald, Mutar Kent, Mike Duke) 3. Contact non US-based retailers (Carrefour, Tesco)

Resources Needed1. with third party to collect and distill intelligence around the current state of female leadership around the world to develop business2. Steering Committee leadership/ engagement to develop strategy and action plans Est. Cost: Target Start:Target Completion: Time Line -1st quarter 2009/2nd quarter 2009/3rd quarter 2009/4th quarter 2009/2010/2011 Status:

ScorecardHow will your work be measured for effectiveness and value to the sponsors/members

Strategic Pillar:Develop the business caseKey Owners:(same as above)

1. Enlist co-sponsor to do due diligence (collect current research) and distill information to build preliminary “model” for the global strategy2. Compile a list of key champions to advocate/sell the idea and identify global companies for initial “engagement” and feedback3. Test concept structure in identify region(s) for initial test


(same as above)

Global PILLAR – Objectives & Goals, Strategies, Measures (OSM)

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 OrganizationOctober 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

Start Up

Adolescent

Mature

BeginRenew

Grow

SustainDecline

Dissolve

This model is adapted from Susan K. Stevens’ Nonprofit Lifecycles: Staged-Based Wisdom for Nonprofit Capacity (Stagewise Enterprises, 2002.)

Core Program Development

Infrastructure Development

Community Impact

Leadership

Adaptive

Management

Technical

Stagnant

Defunct

20

Stage 1Stage 2

Stage 3 Stage 4

Summary of Aug. 2009 Branding and Marketing Work October 12, 2009

• Mission, Segments, Positioning, and Personality • 2012 Strategic objectives• 2010 Organization objectives• 2010 Marketing/Selling objectives

Contents: NEW Branding and Marketing

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

Sponsor Segmentation

Member Segmentationfor Marketing

Member Segmentationfor Programs

• Tier: Title, Platinum, Gold, Silver, Regional• Class: Foundation, Recently added, A/O• Type: CPG, Retail, Other

• Emerging Leaders• Executives

• Emerging Leaders• Executives• Ambassadors

To attract, retain, and advance

women

in the consumer products

and retail industry

Network of Executive Women’sMission Statement

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

Positioning to sponsors and members

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



Sponsorship Enrollment

Regional involvement and activity

NEW value (based on survey responses)

Mission statement

Cash flow

•Attain 37 Title and Platinum sponsors (excluding special cases) which assumes retention of at least 30 of 33 current 2009 sponsors

•Reduce the percent of sponsors categorized as Low Activation (i.e. <40% activation) from 29% in 2009 to 15% by 2012

•Achieve 18 regional groups and 7400 regional event attendees

•Increase responses on “NEW is having a significant impact in my organization” among Title and Platinum sponsor decision makers by 5 percentage points

•Increase responses on “I would recommend NEW to a friend” among members by 5 percentage points

•Increase responses “NEW provides collaborative engagement that advances women and drives business” 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

•By 2012, implement one major platform that supports the “attract” in our mission

•Explore using the database to measure retention and advancement of NEW members

•Achieve breakeven or better annual results with cash on hand increasing from 9 months of expenses in 2009 to at least 12 months in 2012

2010 Objectives


Sponsorship Enrollment

Regional involvement and activity

NEW value (based on survey responses)

Mission statement

Cash flow

•Attain 34 Title and Platinum sponsors (excluding special cases) which assumes retention of at least 33 of 33 current 2009 sponsors

•Reduce the percent of sponsors categorized as Low Activation (i.e. <40% activation) from 29% in 2009 to 24% by 2010

•Achieve 17 regional groups and 6600 regional event attendees

•Establish Survey benchmarks

•In 2010, identify an owner for “attract” and evaluate relevance of offerings

•Achieve breakeven or better annual results with cash on hand increasing from 9 months of expenses in 2009 to at least 10 months in 20120

2010 Marketing/Selling objectives and owners

Category Goal OwnerSponsorship Nestle or SCJ sponsorship

For Title and Platinum, 1 sr. level engagement at 1 national or regional event

Positioning and segmentation with scorecard and activation template

Regenia

Joan / BOD

Regenia / Nancy

Regional Add 1 Regional Group:

Seattle, Atlanta, Toronto

Regional Attendance growth 14%

Joan / Alison

Joan / Maria

Value

Mission Obtain compliance of mission and brand personality at all National and Regional events

Alison

Cash flow Achieve budgeted level of attendance at national events

Joan / Debbie

2010 Marketing/Selling objectives: Topics for BOD

Category Goal OwnerSponsorship Increase sponsor activation to >40%

of a company’s allotted members among 2 Title or Platinum sponsors

Joan/ Regenia

Regional Implement 1 new opportunity for collaborative engagement at each regional event

Maria / Alison

Value Achieve significant increase in unaided awareness of NEW among thought leaders in our industry

Michelle

Mission Design and implement member segmentation; link to attract, retain and advance. Layer membership ROI.

Kim / Kathy / Debbie

Cash flow

Commitment to Implementation

• 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

2012 Strategic Objectives2010 Strategic

Objectives2010 Marketing & Selling Objectives

Non-Profit Organizational Lifecycle Model

Start Up

Adolescent

Mature

BeginRenew

Grow

SustainDecline

Dissolve

This model is adapted from Susan K. Stevens’ Nonprofit Lifecycles: Staged-Based Wisdom for Nonprofit Capacity (Stagewise Enterprises, 2002.)

Core Program Development

Infrastructure Development

Community Impact

Leadership

Adaptive

Management

Technical

Stagnant

Defunct

34

Stage 1Stage 2

Stage 3 Stage 4

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 UpdateDemand 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 CitiesNew 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

4 Regions Declining3 with 2nd event

actual #’s

4 Regions Declining3 with 2nd event

actual #’s

Note: 10 Fall events in 2009 are projections

Total Registration by Region 2008-2009

Current - 15

Tampa

ChicagoGreater

PhiladelphiaNew York Metro

New England

Cincinnati

Northwest Arkansas

Western Michigan U.

Dallas

Northern California

Twin Cities

The Carolinas

Portland State U.

Mid-Atlantic

Seattle 2010 Toronto 2010

NEW Regional Groups Expand our Reach

2010 Potential Expansion - 2

Southern California

2008 2009Total Groups 13 15Total Attendees 5100+ 6200+Total Formal Events 22 28

Atlanta—2011

Potential Expansion - 2011

OSM – Member Value Pillar

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


Strategic Pillar:Promote Successes in terms of ROI for membersNALS/ELF/Multi cultural/ Regional etc.Key Owners:Kathy CaseySandra BushbyDebbie WildrickBobbie O’HareMichele MurphyCaroline NakkenStaff AlignmentAnna D. Martinez

To enhance NEW’s value proposition, which should drive an increase in membership.

Resources Needed1.Inventory & SWOT on services2.Sponsors/Members needs assessment3.Gap analysis 4. Prioritize work stream5. Communication strategy6. IT SolutionEst. Cost: Target Start:Target Completion: Status:Time Line -1st quarter 2009/2nd quarter 2009/3rd quarter 2009/4th quarter 2009/2010/20112009 Q1 Assessment & Input / Q2 Prioritizing, budgets vendors / Q3 Development / Q4 Implement

Scorecard - How will your work be measured for effectiveness and value to the sponsors/members* Continue current measures * Track promotion, etc. of members * Develop and include male metrics e.g. male advisory council * Application of content in sponsor companies

Strategic Pillar:Develop new content to reach a broader group of influencesKey Owners:(same as above)

1. Develop content - for P&L decision maker, CEO roundtable, multi-cultural for men etc.2. Focus groups with GenX, GenY, Mill. Needs Special Report3.Develop & implement “My NEW’ 4.Communication strategy


Membership/Value Proposition/education PILLAR – Objectives & Goals, Strategies, Measures (OSM)

Membership Committee Report

2,059

1,212

1,431

Membership Committee Report

1,212

1,431

1,241*

* 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 ActivationStrategic Pillar Initiative Key Priorities Action Steps

Database Optimization

Optimize the features and tools of the new database to increase membership involvement.

Focus on data management and networking tools.

New website launch•executed on communication plan•pilot program•offered “navigation” presentations to entire membership•provided training t for regional pages

Corporation Member Activation

Optimize the corporate seats available•Emphasis on timely and accurate data management of member information•Encourage internal collaboration for NEW members•Align with scorecard review

Focus on Title and Platinum sponsors

Implemented corporate activation plan:•customized marketing materials •webex training for person sending the invitation•monthly progress report.

Membership Committee

Central Challenge: Align focus and resources to an integrated brand communication and maximize sponsor valueStrategic Pillar Initiative Key Priorities Action Steps

Build on and communicate NEW successes

To enhance NEW’s value proposition, which should drive an increase in membership.

Conduct a comprehensive competency development, assessment, and learning/development engagement

Define objective/strategyAlign organizationComplete on line assessment

Develop new content to reach a broader group of influences

Optimize “My NEW”

Design content plan• Personal growth• Professional

growth• Cultural/

Diversity/Inclusion

Market “My NEW”

Align on overall content priorities

Web Tool development implemented and active

Implement: objectives, audiences, messages, tool/activities, resources, timeline, and evaluation methodology

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

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)


Strategic Pillar:Maintain/Trade UpKey Owners:Michelle GloecklerMaria EdelsonBeverly GrantDebra GroshCathy GreenKim FeilMike GorsheStaff AlignmentNancy Krawczyk

1. Communicate sound bites – ideas/tools from every event2. Penetration/breadth/depth of contact points – expand memberships3. Expectation & Scorecard DiscussionEnsure delivery of expected value

Resources Required: 1. Need resources to create learning sound bites and email message to regional committees to share within their companies to show ROI.2. Regional committee members need to report back to regional sponsors on the value3. Expand sponsorship committee Est. Cost: Target Start: Target Completion:Timeline: 1st quarter 2009/2nd quarter 2009/3rd quarter 2009/4th quarter 2009/2010/2011Status:

Scorecard: How will your work be measured for effectiveness and value to the sponsors/membersScorecard results- participation numbers, ability to attract & to retain via industry exposure, build awareness to change cultures

Strategic Pillar:NEW Sponsor TargetsKey Owners:(same as above)

1. OTC companies – Novartis, GSK since we have drug store channel2. Convert regional to national sponsor3. Price increase, multi-year contracts, membership expansion


(same as above)

Sponsorship/ROI PILLAR – Objectives & Goals, Strategies, Measures (OSM)

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 Candy1 Platinum KPMG (Oct renewals)1 Gold: MARS (July 09 renewal)

We have sold 6 new sponsors - 5 from our target list1 Title: Food Lion/Delhaize 2 Gold: Kimberly Clark, Newell Rubbermaid3 Silver: Coty, Jamba Juice, SC Johnson

Sponsor changes: 1 Platinum shifting upward to Title: Clorox 1 Platinum shifted downward to Gold: 7- Eleven1 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 9/22/09Title 18 Platinum 15 Gold 10 Silver 15 58 Accenture Nielsen 7-Eleven Acosta

Chevron Campbell Catalina Advantage Sales & 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 NEWJ&J General Mills Mars Inc. DemandTec Kellogg Johnson O'Hare S&D Coffee Family Dollar

KPMG Mass Connections Kimberly Clark NEW Hormel

Kraft Foods Nestle Waters Newall Rubbermaid NEW IRI

Kroger Safeway JM Smucker Nestle Purina Sara Lee Jamba Juice NEW

Pepsico Supervalu Kalypso

P&G Target Pepsi Bottling Group

will lose in 2010 - being sold

Stop & Shop/Giant The Hershey Co SC Johnson NEWUnilever Walmart Hy Vee Walgreen Morton Salt

RenewedAt RiskLost

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: NestleB targets: Brown Forman, Diageo, HeinzC targets: A&P, AG Bayer, Best-Buy, Dannon, Dollar General, CH Robinson, Glaxo Smith Klein, IBM, Novartis and, Rite-Aid

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%

Sponsor Survey Fall 2009

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 growRILA, NACDS, CIES - all status quo.

2010 Board Meeting Schedule

- Tuesday, March 16th – Dallas, TX12:00pm-5:00pm

- Monday, September 27th – Charlotte, NC 8:00am-3:00pm

Discussion and Action Items

Thank You!

NETWORK OF EXECUTIVE WOMEN Board of Directors meeting Monday, October 12, 2009 8 am – 2 pm Meeting...

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