Guidelines
Tri-State Bookstores Association Strategic Plan 2010-2013
(Editor's note: the name change recommendation portion of the plan was tabled for further discussion, and was not passed).
The Tri-State College Bookstore Association Strategic Planning Committee met in late March 2010 to conduct a facilitated discovery and planning process. During that workshop, the group evaluated the current campus and mainstream retail operating environment, trends impacting our industry, and the Strengths, Weaknesses, Opportunities, and Threats (SWOT) related to the association. (See the end of this document for notes from the SWOT Analysis discussion.)
In the end, the analysis and strategic discussions lead to a revision of the Tri-State mission statement and a new list of strategic objectives and strategies.
Mission
The Tri-State Campus Store* Association serves as a resource for its campus- affiliated store and vendor members in Minnesota, North Dakota, and South Dakota. Tri-State is dedicated to providing and promoting participation in education, advocacy, networking, and strategic partnerships to inspire and support excellence in campus retailing.
* The Strategic Planning Committee discussed and recommends that the association name be adjusted—changing "Bookstore" to "Campus Store". This change in language would be more inclusive of all types of campus-affiliated stores that are members of the organization and more appropriately represents the audience for which our members provide products, services, and solutions. This was tabled for further discussion, and was not passed at the annual meeting.
The Strategic Plan
In crafting the strategic plan, the group operated under the following assumptions:
1. The plan will focus on the 2-3 year time frame.
2. The plan should be strategic and respond to trends impacting the industry.
3. The plan should enhance Tri-State's relevance to its members.
4. The plan should include strategies focused on expanding and engaging the association membership.
5. The plan will not include day-to-day operations of the association, but focus on strategic, new initiatives.
6. The plan will not specifically address association management, structure, or financial operations—however, these issues remain important and will be addressed by the association leadership as needed.
I. Educate our members to be able to effectively communicate with campus administrators and other stakeholders.
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Disseminate and advocate the use of the NACS Campus
Relations Tool Kit as a tool to learn the expectations of campus
administrators and how to communicate the store's value contribution.
(Annually)
a. Provide an educational session(s) to teach and model the use of this tool. b. Use newsletter articles to provide case studies, outcomes, and a "how to" c. Distribute discussion list posts to share effective practices and examples. d. Post at least one, real annual report or brag book on the Tri-State web site as an example for store members.
-
Share examples and encourage stores to establish relationships with student and faculty groups on campus.
-
Provide tools to assist store members in identifying
and communicating the key financial indicators and value contributions
for their store.
1. Conduct research on the potential membership, the current membership, and the most active participants. (Membership Chair)
a. Contact NACS to determine if they can provide a list of members and prospects for the region.
b. Query vendor members to identify prospect members.
2. Reach out to non-member stores and staff specialists (beyond the store manager/director) in member stores.
a. Provide incentive(s) for these categories for programs/membership. (Exec Comm)
b. Provide educational program(s) for store specialists. (Educ Comm)
c. Gather information on store staff beyond the manager/director via the association dues form. (Membership Chair)
d. Send communications to these categories regarding membership benefits and opportunities.
3. Engage vendor members in the operations and programming of the association. (Vendor Rep)
a. Develop questions for store members to discuss with visiting vendor reps regarding store operations, trends, best practices, etc.
b. Promote to vendor non-members the information on the Tri-State web site regarding membership.
c. Query vendors regarding their interests and needs, volunteering, and expectations of the association.
4. Increase the use of Ad Hoc Volunteers.
a. Use the discussion list to invite volunteers.
b. Issue a call for volunteers in the association newsletter.
c. Offer a volunteer interest form at meetings and events.
d. Query vendors for store professionals that should be contacted about volunteering.
III. Focus the use of technologies, social media, and communications to maximize idea sharing and expand association reach.
1. Develop and expand the resources provided via the Tri-State web site. (Task Force)
a. Review the members' needs and what should be provided on the web site.
b. Consider the following types of content: FAQs, Samples, Links, Links to
vendor-provided content/resources.
c. Consider the following technologies: Facebook, blog
2. Explore the need to create new volunteer roles in the Tri-State Association structure related to technology and communications. (Might require a Bylaws change)
a. Explore creating a director position.
b. Explore creating a committee consisting of volunteers focusing on the association newsletter, web site, Facebook presence, and discussion list.
3. Maximize the programs and resources offered by other organizations by forwarding notices, invitations, and announcements to Tri-State members.
IV. Increase educational opportunities through face-to-face and distributed methods.
1. Implement one or more one-day face-to-face event during the "off season" of the annual meeting. (Educ Comm)
a. Investigate the potential of hosting multiple, regional meetings for sub-groups of the association membership. <Current model for the south MN meeting is a drive-in meeting from 10:00 a.m.-3:00 p.m.> (2011)
2. Capture and distribute content from face-to-face events via the Tri-State web site (Ad Hoc Vol group)
a. Video capture speakers
b. Post handouts, etc.
3. Explore a conference held in combination with other state/regional groups (Exec Comm) (2012)
a. Contact MI, WI, IA, Rocky Mountain, and other bordering states.
4. Explore opportunities to offer educational programs in alternative formats—such as online and via conference call. (2012)
V. Be a catalyst for change by identifying and exposing members to trends, changes in consumers and business, and the concepts and mindset needed to be successful campus retailers in 2015.
1. Disseminate and advocate the use of the College Store of 2015 research results— specifically changes in consumer behavior, digital content, and campus retailing.
• Educational programs/sessions, articles, discussion list posts, web site.
• NACS programming
2. Partner with vendor members to identify and communicate trends and effective practices across Tri-State member stores. (Vendor Rep)
• Educational programs/sessions, articles, discussion list posts, web site.
3. Identify, share information, and encourage the use of tools and resources related to trends in campus retailing and developing appropriate responses. (2011)
a. Provide information and resources via the Tri-State web site.
b. Demonstrate trend identification and analysis. c. Collect and share case studies on how stores are responding to trends.
• Educational programs/sessions, articles, discussion list posts, web site.
4. Educate members on the process and uses of environmental scanning. (2012)
• Educational programs/sessions, articles, discussion list posts, web site.
Notes from the Environmental Scan and SWOT Analysis
In a typical Environmental Scan and SWOT Analysis, the goal is to:
1. Determine the current and potential future state the organization will be operating
within and any Threats that exist.
2. Turn inward to identify Strengths of the organization that can be leveraged in
responding to the things identified in #1 above and any Weaknesses that need to
be "shored up" in order to be successful. 3. Identify Opportunities for the organization (based on #1 and #2 above) and determination of which should be prioritized and pursued by the organization.
Environmental Factors Impacting Campus Retailing
• Changing consumers and their expectations
• Changes and trends in technology, product, and retailing
• New/different formats for content and books – requiring changes in our processes, decisions, business models, and partners
• Increased competition - Legislation and other requirements that impact our business and processes (e.g., HEOA) - Budget constraints of our campuses, our organizations, our customers
• A lack of knowledge or understanding of the campus retail business by faculty, administrators, and other stakeholders
• Changes in communication and the increasing role of social media - Sustainability and being "good planetary citizens"
Threats Facing Tri-State and Its Members
• Budgets and a lack of resources
• Administrator's not understanding the business
• Technology products replacing books and changing the business
• Online selling of all products -
• A general tendency for store professionals to be slow to respond to/adjust to change and trends
• The wide range of members and member needs in the association -
• Outsourcing of campus stores
• A general declining population (potentially fewer incoming students) and increasein retirements (fewer experienced store professionals)
Strengths (S) and Weaknesses (W) of Tri-State
S – Wealth of knowledge and experience in the membership
S – Members that are committed to everyone's success and offer support in solving problems
S – The association e-mail discussion list
S – The association's ability to provide grants for members to attend educational programs
S – The member newsletter
S – The association's web site
S – The Tri-State annual meeting and trade show
W – Declining membership and low member rates of participation and volunteerism
W – Timing of the annual meeting and that there is only ONE event per year
W – Need to make better use of technology and communication to reach and connect members
Opportunities for Tri-State
1. Educating administrators/stakeholders to better understand the campus retailing business—including key relationships that need to be formed, ensuring store professionals understand their own business and their administrators' expectations, and how to communicate their store's contributions and business success.
2. Offering information and support around legislation (e.g., HEOA).
3. Creating volunteer/leadership roles around communication and networking within
the association.
4. Collecting and sharing examples, articles, and other resources between members on effective practices, use of technology, etc.
5. "Retweeting" (passing on announcements about) existing programs and resources of other organizations.
6. Increasing the involvement of members and better communicating information and opportunities.
7. Increasing engagement in association programs and services—thereby getting more information and resources to members.
8. Identify and advocate for change related to the "new campus retail mindset", digital content, change in consumers, etc.
9. Expand the educational offerings for members (e.g., through concurrent sessions at the annual meeting or additional meetings).
10. Collaborate with other state/regional groups on a larger conference or other programs.
11. Engage more stakeholders to gain information, research issues, etc. Publicize findings to membership.
12. Be the "voice" of members.
13. Provide distributed education and resources using technology-based solutions.
14. Engage vendor members in productive and mutually-rewarding ways.
15. Provide FAQs on the association web site for members and stakeholders.
16. Provide connections to campus store professionals that can serve as resources on
specific topics for other members.
17. Create and implement regional face-to-face meetings with the Tri-State area.
18. Use innovative and engaging learning formats for face-to-face events.
BONUS: A List of Potential Educational Topics Captured During the Meeting
1. Using Facebook, Twitter, and Blogs
2. HEOA – How is compliance going?
3. What Your Administration Wants
4. Digital Content Update
5. Changing Consumers and Their Expectations
6. Connecting to Campus—Your Value Contribution
7. Managing Up—The Campus Relationships that Matter and What to Tell Them
8. Using the NACS Campus Relations Toolkit
9. Creating an Annual Report / Brag Book
10. Moving from Bookstore to Campus Retailer
11. Defining Your Missing and Value Proposition
12. Product education / trends from the vendors viewpoint
13. Setting Goals and Communicating Victories
14. OTB and Store Financial Vital Signs
15. The Campus Store of 2015
