1. Trained leadership. Key staff should be enrolled in the US Chamber of Commerce sponsored Institute for Organization Management (or comparable training for non-US Chambers.) Board training should be annually incorporated into a long-range planning retreat or as a separate event.
2. Responsiveness to member needs. Annual surveys should be conducted and attention paid to helping small business owners and entrepreneurs solve problems. They are the backbone of most Chambers. Their stability and growth is critical.
3. Low turnover on the board and on the staff. Dynasties should be avoided, but constant turnover shows a lack of structure or could indicate serious communication or personality issues.
4. High membership retention. This generally indicates that a Chamber is meeting needs and that members feel the benefit. It can also mean that the Chamber's membership staff and committee are strong, and the individuals are well-respected and influential. This is a priority for most Chambers—that's why so many offer commissions to their staff for end-of-year retention rates.
5. Solid investment structure. It is important for a Chamber to review its structure annually to make sure it offers enough levels to encompass target recruits and also that it stays in keeping with area economic conditions. The "dues income," itself, isn't the lifeblood of a Chamber, it's "customers" are the lifeblood.
6. Location amenities. A good, visible location for the Chamber facility is a plus for everyone. If it includes meeting space that can be utilized by members, a kiosk or visitor information center for cards or brochures, a display window area, or a large parking lot for tented events, this bumps up the value for members without such amenities.
7. A busy calendar of events. Most business owners join a Chamber for the networking opportunities. If a Chamber fails to provide enough diverse events for members to meet new faces, then they have failed their first mission. Additionally, if a Chamber does not teach their members how to network (from basic room-working to purposeful action-oriented networking), then they will likely lose those who don't see the benefit.
8. Community Visibility. The Chamber of Commerce of every community is a leadership entity, and needs to be marketed like any other business to keep their role visible and thriving. Regular articles in the local paper, television shows, informative newsletters, and a killer web site help the effort. The Chamber leadership (Executive Staff and Board Chairman) must also take responsibility for creating and maintaining powerful relationships within the community and region.
9. Open-mindedness. New ideas for income producers, member events or spotlights, office restructuring or record-keeping programs pop up constantly. Good non-profit executives know to be on the look-out for such ideas, rather than pushing aside anything new that sounds like work or isn't their own thought. Flexibility is what keeps a Chamber alive during tough times.
10. Variety of marketing vehicles for members. A Chamber should offer a multitude of ways for members to get visible beyond networking events. These "ways" can include the member paying for a live site link on the Chamber's Web site, ads in the directory, mailing labels, or fliers in the newsletter. These "ways" can also include a business spotlight that is a free rotation for new members, photo opportunities at events, or a 2-minute elevator speech at a luncheon. But, the members and prospects need to know these benefits in order to take advantage of them, so they must be listed everywhere possible.
Bonus: Sending business to members. Whether they say so or not, most Chamber members who depart a Chamber would say that they are leaving because the Chamber didn't send them business. All Chambers make referrals to their members, but not many make sure those members know. A post card or e-mail upon referral would do the trick, and not only save a member, but probably result in a referral from that member to a prospect for the Chamber.
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Mary is a Visibility Consultant who helps business owners, organizations, and talent pros create and/or expand their online and offline viz. A former Chamber of Commerce Executive, Mary is also the developer of The Ideal Network Club (income-producing network club) exclusive for Chambers, and the Chamber newsletter called The Ideal Chamber. Mary authored the nationally endorsed book, Who's Hiding in Your Address Book? (the first mainstream book to promote Chambers of Commerce in a specific way.) The book contains over 100 networking and marketing tips for businesses and individuals. Mary writes professionally for NCCoast Business Journal, NC Women's Business Journal, her CareerFix Blog, and other publications. She has been quoted on msnbc.com, in Real Estate Executive Magazine, and many other national sources. The Ideal Chamber Newsletter (Free first issue and a resource center at http://www.marykurek.com/idealchamber.html)
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Published 03-11-2008
