1. Region 2 Membership Status 2005 –January 34,509 –February 29,454 (-14.6%) 2004 –January 34,954 –February 30,023

2. IEEE Membership Status All IEEE 300,258 (+.5%) Unemployed dues (20%) Higher grade 246,185 (-.4%) Student 54,073 (+4.4%) Society memberships 292,424 (-2.2%)

3. Membership Development Project Summary of report given by Moshe Kam to Major Board Series

4. What is the Membership Project? Strategic Initiative –IEEE Membership in 2025 Individuals, Corporations, Schools Demographics –Geographical locations –Employment patterns –Professional disciplines –Educational backgrounds –How many members do we want/expect –How do we achieve goal

5. Why concerned? IEEE membership stagnant over last few years –Growth 2003 to 2004 – 1.2% –Higher grade membership flat Declined by 4,000 in the US –Steady decline in Society memberships – 4.6% –Steady decline in fraction of industry to academic membership – 55% to 51%.

6. Why concerned? (cont.) “Market share is low and probably declining –Not reaching large groups of ECE engineers in some countries, e.g. Spain, Italy, China Entry into new technical areas slow –New professions created in IEEE field of interest with members joining IEEE –More nimble organizations establishing foothold in new areas

7. Project Focus Areas Primary –Corporate Partnership –Segment Outreach Secondary –Country Initiative –Membership titles and grade qualifications

8. Actions Internal interviews –Compete External interviews –Ongoing Began discussing MOUs with two coporations (Region 8)

9. Corporate Partnership Develop meaningful corporate agreements –Identify common goals for IEEE and Industry Standards education Pre-college engineering programs –Develop joint projects On site IEEE standards workshops Teacher in-training campaign –Avoid discounting and rebate programs

10. Internal Interviews IEEE membership value to an individual is different than IEEE relationship value to a corporation There is inconsistency in the understanding of the current relationship between IEEE and corporations –Companies (who buy IEL) feel they already have a relationship

11. Internal Interviews (cont.) Corporations currently see IEEE individual membership as a cost vs. opportunity –No short term benefit to managers IEEE publications are seen as too theoretical to the practitioner, except standards –Corporate partners can help foster IP towards industry –IEEE products are not useful or require too much work to be useful

12. External Interviews Most cited areas of IEEE value to corporations –Strategic value Standards IEL/publications/research –Operational value Professional development Information exchange/networking

13. External Interviews (cont.) Standards Association gave a legitimacy to IEEE as an organization and was important to selling IEEE brand If you want to open an industry door, start speaking standards because everyone uses standards

14. External Interviews (cont.) The whole of IEEE is critical to the value proposition –Offering a partnership requires an integrated strategy –IEEE does not typically communicate value to people within corporations Companies are puzzled by IEEE structure. Lack understanding of how different units can offer different services that are relevant to their needs.

15. External Interviews (cont.) Requires buy-in and understanding at a senior level is critical to acceptance –Relationships with IEEE should start with CEO first. Corporate program must distinguish itself from individual membership Ability to track users and level of usage of products and services important to corporation as well as IEEE. –Get budget dollars

16. External Interviews (cont.) IEEE journals and publications are academically focused Training and Professional development is a key area of opportunity for IEEE to meet corporate needs. –Training given by IEEE gives impression that it is impartial and effective –Companies are concerned about quality of future workforce and investing millions of dollars in education

17. External Interviews (cont.) Discounts on memberships is not a critical selling factor The different sales models of IEL between Europe and US impact customer experience –Agents vs. IEEE sales force

18. External Interviews (cont.) “IEEE should see me as a valuable partner who can help them sell their product into the company, not just a bank who is able to provide them with several thousands of dollars.” (Europe) “ I feel more like a customer than a partner.” (Europe) “ There is nothing I would change about the relationship with IEEE. IEEE worked with us to understand our needs. They should carbon copy this approach with other organizations.” (U.S.)

19. Segment Initiative Objective: How to cooperate with non-IEEE groups who operate in our field of interest –Healthcare (Instrumentation and IT) –Multimedia and entertainment Began with IT professionals in healthcare –Worked closely with Biotech Council and EMBS –First contact: Healthcare Information and Management Systems Society (HIMSS), 15,000 members and 220 corporations

20. Segment Initiative (cont.) Conducted focus group at HIMSS convention Analyze outcomes –Is this the model to follow?

21. Segment Initiative (cont.) Conducted focus group at March 2005 meeting of American College of Cardiology, 600 papers “in common” Expand effort to Multimedia and Entertainment –Work closely with Broadcasting Technology Society

22. Country Initiative and Membership Grades Outreach effort to Spain Membership titles and grade qualifications –Discuss new Graduate Student Member grade