The National Association of Manufacturers Small Manufacturers Initiative (SMI) - STRATEGIC PLAN - Smith, Bucklin & Associates, Inc. January 1998

2 MISSION OF THE SMI Smith, Bucklin & Associates, Inc. January 1998 For the NAM to be recognized as the most effective voice for small and medium manufacturers (SMMs). _________________ Evaluation Question:  Yes We have made progress.  No Progress has been slow or non-existent.

3 CRITICAL ISSUES Smith, Bucklin & Associates, Inc. January 1998 I. The NAM is perceived as an organization, which lobbies for and supports large manufacturers -- to the exclusion of small manufacturers. II. A trickle-down policy is insufficient: small manufacturers want more involvement in policy and more assistance from the NAM in understanding and complying with regulations.

4 CRITICAL ISSUES (Continued) Smith, Bucklin & Associates, Inc. January 1998 III. Current NAM services do not meet the needs of small manufacturers in such areas as staffing, worker training, and meeting domestic and international competition. IV. NAM’s methods of communication are ineffective for small manufacturers; they appear redundant and unfocused.

5 CRITICAL ISSUES (Continued) Smith, Bucklin & Associates, Inc. January 1998 V. The NAM’s organizational structure does not support small manufacturers’ interests; its staff culture gives priority to large manufacturers and staff knowledge of small manufacturers and sensitivity to their interests are minimal.

6 CRITICAL ISSUES (Continued) Smith, Bucklin & Associates, Inc. January 1998 VI. Lack of communication with state organizations and vertical trade associations impedes recruitment of small and medium firms. VII. Commitment of both staff and board leadership to small manufacturers has been insufficient.

7 GOALS Smith, Bucklin & Associates, Inc. January 1998 I. To establish a culture within the NAM which supports and promotes its SMM members as effectively as it does its large manufacturer members. II. To serve the needs of SMMs by providing aggressive lobbying and other value-added services that improve their bottom lines.

8 GOALS (Continued) Smith, Bucklin & Associates, Inc. January 1998 III. To be recognized by all manufacturers, the federal government, the media and the public-at-large as the most aggressive and effective force representing manufacturers of all sizes.

9 STRATEGIC OBJECTIVES Smith, Bucklin & Associates, Inc. January 1998 I. To establish a culture within the NAM which supports and promotes its SMM members as effectively as it does its large manufacturers A. Create an SMM Action Team (SMMAT) at the Senior Vice President level.

10 STRATEGIC OBJECTIVES (Continued) Smith, Bucklin & Associates, Inc. January Complete an SMI Business Plan within the first quarter of 1997 (determine projected costs and benefits of each action item; establish markers to measure results; etc.). 2. Establish a Member Service Team to maintain contact with SMMs, alert them to NAM events in their area, and monitor their issues and concerns.

11 STRATEGIC OBJECTIVES (Continued) Smith, Bucklin & Associates, Inc. January Launch an internal Staff Training Program in support of the SMI. B. Establish a staff Finance Incentive Program to support the SMI.

12 STRATEGIC OBJECTIVES (Continued) Smith, Bucklin & Associates, Inc. January 1998 II. To serve the needs of SMMs by providing aggressive lobbying and other value- added services that improve their bottom lines. A. Establish an Information Clearinghouse for SMMs of value-added business tools which will impact their bottom line.

13 STRATEGIC OBJECTIVES (Continued) Smith, Bucklin & Associates, Inc. January Develop and disseminate Statements and Position Papers on SMMs’ key regulatory and legislative issues. 2. Identify and develop Skills Inventory for SMM members. 3. Establish an NAM SMM Index measuring one or more key factors of SMM competitiveness on a regular basis.

14 STRATEGIC OBJECTIVES (Continued) Smith, Bucklin & Associates, Inc. January Establish a Central Referral Desk to provide rapid responses to member questions and concerns. 5. Begin work on Recruiting and Training Services to support SMM workforce needs.

15 STRATEGIC OBJECTIVES (Continued) Smith, Bucklin & Associates, Inc. January 1998 B. Elevate the visibility of SMMs in the NAM governance and policy structures by establishing an SMM Action Committee (SMMAC). 1. Identify, analyze and interpret Regulatory and Legislative Actions which uniquely affect SMMs’ operations. 2. Promote Involvement of SMMs in the NAM policy process.

16 STRATEGIC OBJECTIVES (Continued) Smith, Bucklin & Associates, Inc. January Coordinate Recommendations with the SMMAT and policy committees. 4. Share Jurisdiction over development of policies critical to SMMs. 5. Report Progress to SMM Steering Committee.

17 STRATEGIC OBJECTIVES (Continued) Smith, Bucklin & Associates, Inc. January 1998 _________________ Evaluation Question:  Yes We have made progress.  No The implementation has been slow or non-existent.

18 STRATEGIC OBJECTIVES (Continued) Smith, Bucklin & Associates, Inc. January 1998 III. To be recognized by all manufacturers, the federal government, the media and the public-at-large as the most aggressive and effective force representing manufacturers of all sizes. A. Develop a comprehensive Media and Marketing Campaign to establish the NAM as the force for all manufacturers – large and small alike – with emphasis on SMMs.

19 STRATEGIC OBJECTIVES (Continued) Smith, Bucklin & Associates, Inc. January Establish an NAM President’s Council of highly-active SMM members, fully integrated into the NAM’s member involvement activities. 2. Initiate a series of high-profile State- Level Manufacturing Events in coordination with state, local and vertical organizations (at least one event per month).

20 STRATEGIC OBJECTIVES (Continued) Smith, Bucklin & Associates, Inc. January Establish an SMM Media Campaign Task Force headed by a dedicated staff expert in small business media development. 4. Develop and distribute Media Packets focusing on the NAM’s SMM network and their key issues. 5. Establish a nationwide Speakers Bureau of SMM volunteers and NAM staff.

21 STRATEGIC OBJECTIVES (Continued) Smith, Bucklin & Associates, Inc. January Create a Targeted Advertising Campaign to support SMM recruiting efforts. B. Improve Communications with SMMs. 1. Establish mechanisms for improved coordination, collaboration and integration of NAM events and services with State, Local and Vertical Trade Organizations.

22 STRATEGIC OBJECTIVES (Continued) Smith, Bucklin & Associates, Inc. January Develop Targeted SMM Communications which take an aggressive posture, focusing on and fighting for SMM issues; reduce overall mail volume.

23 LEADING THE CHANGE PROCESS Smith, Bucklin & Associates, Inc. January 1998 For any organization to undergo change successfully, the following internal conditions must exist: I. Establishing a sense of urgency – most, if not all managers need to believe the status quo is unacceptable. _________________ Evaluation Question:  Yes - This has been done effectively.  No - This has not been done effectively.

24 LEADING THE CHANGE PROCESS (Continued) Smith, Bucklin & Associates, Inc. January 1998 II. Motivating employees through vision and incentives, providing them the technical and material support, and training needed to do the job. _________________ Evaluation Question:  Yes - This has been done effectively.  No - This has not been done effectively.

25 LEADING THE CHANGE PROCESS (Continued) Smith, Bucklin & Associates, Inc. January 1998 III. Effective, frequent and continuous communication. _________________ Evaluation Question:  Yes This has been done effectively.  No This has not been done effectively.

26 LEADING THE CHANGE PROCESS (Continued) Smith, Bucklin & Associates, Inc. January 1998 IV. Confidence in the project’s feasibility through periodic short term victories and noticeable progress toward the long term goal. _________________ Evaluation Question:  Yes - This has been done effectively.  No - This has not been done effectively.