ASB Strategic Research: Key Study Findings & Recommenda9ons

Transcription

1 ASB Strategic Research: Key Study Findings & Recommenda9ons presented October 6, 2011 Cypress Research Associates, LLC 5527 Oak Street, Kansas City, Missouri TEL FAX www CypressResearch.com 1

2 Introduc*on & Methods Cypress Research Associates conducted research on behalf of the American Society of Baking (ASB) to determine how ASB can bener serve the needs of its current members and anract new members. The following methodological approaches were used: 1) ASB BakingTech 2011 evalua9on online survey 2) In- depth telephone interviews with key ASB members & eligible non- members 3) Online survey of ASB members & eligible non- members. 2

3 Introduc*on & Methods (con*nued) All interview and online survey ques9ons were developed through collabora9on with an ASB research team comprised of the Execu9ve Director of ASB and key ASB member leaders. ASB provided Cypress Research Associates Excel databases of poten9al par9cipants for all three methods used, with the excep9on of non- members for the phase 3 survey; the database of non- members was acquired from AIB Interna9onal. 3

4 Response Rates 5527 Oak Street, Kansas City, Missouri TEL FAX www CypressResearch.com 4

5 Response Rates ONLINE CONFERENCE EVALUATION (deployed in March & April 2011) Response Rate: 401 out of 931 conference anendees (43% response rate) IN- DEPTH TELEPHONE INTERVIEWS (conducted in February- June 2011; goal of 20 interviews) Interviews Conducted: 11 current members and 10 non- members ONLINE MEMBER/NON- MEMBER SURVEY (deployed in August and September 2011) Response Rate: Members out of 1,263 (34% response rate) Non- members - 34 out of 266 (13% response rate) 5

6 In- Depth Telephone Interviews Descrip*on of Respondents 5527 Oak Street, Kansas City, Missouri TEL FAX www CypressResearch.com 6

7 In- Depth Telephone Interviews Descrip*on of Respondents Members and non- members interviewed were primarily from large and medium- sized companies. The principal products produced by interviewees companies include: 1) bread & buns 2) cookies & crackers 3) cakes & sweet goods Interview par9cipants were primarily from technical/r&d/qa and opera9ons/ manufacturing job posi9ons, although a range of other job posi9ons were also represented. The average age of members was 48, compared to non- members at 47. Members had been employed in the baking industry for an average of 23 years, compared to non- members at 17 years. Interview length ranged from 24 to 67 minutes, with an average length of 42 minutes. 7

8 Online ASB Member/Non- Member Survey Descrip*on of Respondents 5527 Oak Street, Kansas City, Missouri TEL FAX www CypressResearch.com 8

9 Online Survey Descrip*on of Respondents: COMPANY PROFILE Industry Sector Equipment manufacturer 23% Other allieds* 15% Bakery manufacturer 36% Ingredient manufacturer 27% *Includes: consultants, educa9on, engineering services, trade publica9ons, sofware 9

10 Online Survey Descrip*on of Respondents: COMPANY PROFILE BAKERY MANUFACTURERS MEMBERS ONLY: Company's principal products 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Bread, buns, and other fully- baked items 58% Cakes & sweet goods Cookies & crackers Bread, buns and other par- baked items Frozen dough Tor9lla Pizza Salted snacks Waffles, wafers, candy/confec9onery 29% 17% 13% 13% 7% 5% 2% 2% 10

11 Online Survey Descrip*on of Respondents: COMPANY PROFILE BAKERY MANUFACTURER MEMBERS ONLY: Es*mated 2010 company- wide sales $5 bil or more 12% $1 bil to $4.9 bil 13% Less than $1 mil 5% $1 mil to $9.9 mil 11% $10 mil to $24 mil 13% $500 mil to $999 mil 8% $100 mil to $499 mil 17% $50 mil to $99 mil 8% $25 mil to $49 mil 14% 11

12 Online Survey Descrip*on of Respondents: INDIVIDUAL PROFILE BAKERY MANUFACTURER MEMBERS ONLY: Job role Engineering 13% Other* 5% No answer 12% Sales & marke9ng 10% Corporate mgt. 21% Ops, manuf. 31% Technical/R&D/QA 15% *Other includes allied, consultant, purchasing, student, retired 12

13 Online Survey Descrip*on of Respondents: INDIVIDUAL PROFILE BAKERY MANUFACTURER MEMBERS ONLY: Age of respondent % % % % % 13

14 KEY STUDY FINDINGS & RECOMMENDATIONS ASB Marke*ng/New Member Recruitment: Recommenda*on # Oak Street, Kansas City, Missouri TEL FAX www CypressResearch.com 14

15 Marke*ng/New Member Recruitment Recommenda*on #1 Recommenda*on #1: Target the following market segments and individuals in new ASB expansion efforts - Market segments Mid- size and small wholesale bakery manufacturers Cakes and other sweet goods Frozen dough/par- baked Large bakeries (which will anract smaller bakeries, non- tradi9onal bakeries, allieds) Individuals Younger professionals (including AIB BS&T graduates and graduates of college baking programs) Senior- level execu9ves 15

16 Marke*ng/New Member Recruitment Recommenda*on #1 Evidence: Online Survey Targets of ASB Expansion Efforts 16

17 Marke*ng/New Member Recruitment Recommenda*on #1 (con*nued) Evidence: Online Survey OVERALL SAMPLE: Which of the following segments should ASB primarily target in new expansion efforts? (% that selected each segment) Mid- size & small whole. baking manuf. Cakes and other sweet goods Frozen dough/par- baked Ar9san/specialty Cookie, cracker Tor9lla Cereal 29% 24% 21% 15% 9% 5% 62% *Multiple responses accepted 17

18 Marke*ng/New Member Recruitment Recommenda*on #1 Evidence: In- Depth Interviews 18

19 Marke*ng/New Member Recruitment Recommenda*on #1 (con*nued) Evidence: In- Depth Interviews 10 of 11 ASB members stated that ASB con9nues to have a heavy bread and rolls slant. 9 of the 11 members feel that ASB needs to more purposefully focus on addi9onal product categories 6 of 10 non- members indicated that a main reason they are not members of ASB is because ASB s focus is not a good fit for them. 7 of the 10 non- members also feel that ASB needs to broaden its focus beyond the bread and bun segment. 19

20 KEY STUDY FINDINGS & RECOMMENDATIONS ASB Marke*ng/New Member Recruitment: Recommenda*on # Oak Street, Kansas City, Missouri TEL FAX www CypressResearch.com 20

21 Marke*ng/New Member Recruitment Recommenda*on #2 Recommenda*on #2: Beber promote ASB membership to expanded market segments and poten*al members through: Targeted marke9ng efforts (par9cularly directly to baking companies, AIB BS&T grads, graduates of college baking programs) Membership drives led by current members Mentoring fellow employees into ASB membership, par9cularly younger employees 21

22 Marke*ng/New Member Recruitment Recommenda*on #2 Evidence: Online Survey 22

23 Marke*ng/New Member Recruitment Recommenda*on #2 (cont.) Evidence: Online Survey NON-MEMBERS: Why are you not a member of ASB? 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Not familiar with ASB/benefits of membership 50% Never received memb. info/not asked to join 35% Was a past member; not currently a member No 9me to par9cipate in ASB or other assn. Memb. fees too expensive/comp. won't pay 12% 12% 18% Don't see the value of ASB membership I intend to join ASB but have not yet signed up 6% 6% 23

24 Marke*ng/New Member Recruitment Recommenda*on #2 Evidence: In- Depth Interviews 24

25 Marke*ng/New Member Recruitment Recommenda*on #2 (cont.) Evidence: In- Depth Interviews 4 out of 10 non- members indicated that they have very linle understanding of ASB and have not received promo9onal membership informa9on on the organiza9on. Examples of direct quotes: I m not a member because I am so busy with my job there s always something else to capture my anen9on. I need someone to approach me. I haven t received any materials from ASB. (Non- Member, Bakery, Medium) I m not a member because no one has contacted me. I knew a bit about ASB when I was a student. Afer that, no one approached me. (Non- Member, Bakery, Small) 25

26 Marke*ng/New Member Recruitment Recommenda*on #2 (cont.) Evidence: In- Depth Interviews Member interview par9cipants suggested that membership drives and targeted marke9ng efforts would be helpful in anrac9ng younger baking professionals and bakers not tradi9onally targeted by ASB. Examples of direct quotes: I think that one challenge ASB has is that the talent pool is dropping. There is less investment on company's part to send people to mee9ngs. I would do more intense outreach at KSU and AIB to catch people when they're on their way up in the industry. There is a mix of senior management, plant managers or supervisory people and once they're out of AIB's school they'll be higher in their organiza9ons. You have the baking professionals in R&D and technical posi9ons coming out of KSU. If you can work harder to get them involved it will pay dividends 10 years out. (Member, Allied, Large) In gesng young new members, there's no follow through afer the mee9ng back to specific companies about recrui9ng new membership from within their organiza9ons. There needs to be a member mentor that a new recruit could call on. (Member, Bakery, Medium) 26

27 KEY STUDY FINDINGS & RECOMMENDATIONS ASB Marke*ng/New Member Recruitment: Recommenda*on # Oak Street, Kansas City, Missouri TEL FAX www CypressResearch.com 27

28 Marke*ng/New Member Recruitment Recommenda*on #3 Focus on the following ASB membership benefits in promo*onal materials: Networking opportuni9es Educa9onal benefits (par9cularly those that would appeal to younger people and senior- level execu9ves) Professional recogni9on/development 28

29 Marke*ng/New Member Recruitment Recommenda*on #3 Evidence: Online Survey Overall Value of Trade Associa*on Membership 29

30 Marke*ng/New Member Recruitment Recommenda*on #3 (cont.) Evidence: Online Survey MEMBERS VS. NON- MEMBERS: Overall, how valuable is it for you to be a member of an industry trade associa*on? (Averages: Scale of 1='Not at all Valuable' to 7='Very Valuable') Overall Sample Members Non- members

31 Marke*ng/New Member Recruitment Recommenda*on #3 (cont.) Evidence: Online Survey Overall, how valuable is it for you to be a member of an industry trade associa*on? (7= Very Valuable) Segmenta*on by Job Role (Bakery Manufacturer MEMBERS ONLY) Corporate Mgt. Sales & Marke*ng R&D/QA Ops./ Manuf./Eng Value of associa9on membership Segmenta*on by Age (Bakery Manufacturer MEMBERS ONLY) Value of associa9on membership

32 Marke*ng/New Member Recruitment Recommenda*on #3 Evidence: Online Survey Importance of Trade Associa*on Benefits 32

33 Marke*ng/New Member Recruitment Recommenda*on #3 (cont.) Evidence: Online Survey OVERALL SAMPLE: In your opinion, how important are the following industry trade associa*on benefits? (Averages: Scale of 1='Not at all Important' to 7='Very Important') Networking opportuni9es Educa9onal benefits Professional recogni9on & development Compe99ve business edge Member offers & discounts

34 Marke*ng/New Member Recruitment Recommenda*on #3 (cont.) Evidence: Online Survey MEMBERS VS. NON- MEMBERS: In your opinion, how important are the following industry trade associa*on benefits? (Averages: Scale of 1='Not at all Important' to 7='Very Important') Networking opportuni9es Educa9onal benefits Professional recogni9on & development Compe99ve business edge Members Non- Members Member offers & discounts

35 Marke*ng/New Member Recruitment Recommenda*on #3 (cont.) Evidence: Online Survey Q: In your opinion, how important are the following industry trade associa*on benefits? Bakery manufacturers view educa*onal benefits as more important than the other segments (i.e., ingredient manufacturers, equipment manufacturers, and other allieds). Among bakery manufacturer members, sales and marke*ng execu*ves rated all five member benefits listed as significantly more important than the other job posi9ons, par9cularly in the area of networking opportuni9es and compe99ve business edge year olds rated the importance of networking opportuni*es significantly higher than the other age groups at 6.3. Execu9ves age 61+ rated the importance of educa9onal benefits, compe99ve business edge, and professional recogni9on/ development significantly higher than the other age groups. 35

36 Marke*ng/New Member Recruitment Recommenda*on #3 Evidence: Online Survey Ra*ngs of ASB Benefits Performance 36

37 Marke*ng/New Member Recruitment Recommenda*on #3 (cont.) Evidence: Online Survey MEMBERS ONLY: Rate the quality of ASB member benefits in the following areas: (Averages: Scale of 1='Poor' to 7='Excellent') Networking opportuni9es Educa9onal benefits Professional recogni9on & development Compe99ve business edge ASB's Performance Importance Member offers & discounts

38 Marke*ng/New Member Recruitment Recommenda*on #3 Evidence: Online Survey Which Trade Associa*on Performs Best? 38

39 Marke*ng/New Member Recruitment Recommenda*on #3 (cont.) Evidence: Online Survey Which single trade associa*on PERFORMS BEST in the following 6 areas? (List of 8 trade associa9ons: AACC, ABA, ASB, BEMA, BCMA, IFT, SFA and TIA; and no difference op9on) ASB was selected by members as the clear leader among the trade associa9ons listed for the following benefits, indica9ng these areas of strength for ASB: Networking opportuni9es (50%) Educa9on benefits (40%) Professional recogni9on & development (43%) Other trade associa9ons were selected or members selected no difference among associa9ons for the following: Compe99ve business edge Member offers & discounts Legisla9ve, regulatory, lobbying 39

40 Marke*ng/New Member Recruitment Recommenda*on #3 (cont.) Evidence: Online Survey MEMBERS ONLY*: In your opinion, which single trade associa*on performs best in delivering the following services/benefits? ASB AACC ABA BEMA IFT Other* No difference 0% 100% Networking opportuni9es 50% 3% 9% 9% 10% 2% 17% Educa9onal benefits 40% 14% 6% 7% 15% 2% 16% Prof. recogni9on & devel. Compe99ve business edge Member offers & discounts Legis., regulatory, lobbying 6% 20% 17% 5% 43% 2% 4% 3% 7% 19% 11% 9% 5% 2% 62% 9% 14% 6% 13% 2% 1% 33% 61% 2% 4% 2% 21% 18% 40

41 Marke*ng/New Member Recruitment Recommenda*on #3 Evidence: In- Depth Interviews 41

42 Marke*ng/New Member Recruitment Recommenda*on #3 (cont.) Evidence: In- Depth Interviews Valuable networking opportuni9es came to mind for many interview par9cipants (both members and non- members alike) when asked what comes to mind when they think of ASB. When asked how ASB can anract new members, par9cipants suggested that ASB needs to be marketed as an improved organiza9on with valuable benefits including networking, educa9onal benefits and professional recogni9on/development. Example of direct quote: They need to market ASB as something new and different. Shedding the old image is good for young and senior execs. It wasn't enough to drop 'engineer' from their name to get a new image and shed the old. The leadership at the 9me didn't do this kind of research to see what members felt. Doing this research helps with the image, too. (Member, Bakery, Large) 42

43 KEY STUDY FINDINGS & RECOMMENDATIONS ASB Marke*ng/New Member Recruitment: Recommenda*on # Oak Street, Kansas City, Missouri TEL FAX www CypressResearch.com 43

44 Marke*ng/New Member Recruitment Recommenda*on #4 Work to improve ASB s image in the following areas: Innova9ve (vs. stagnant) High- tech (vs. low- tech) Thriving (vs. declining) Young and progressive (vs. old boy s club) 44

45 Marke*ng/New Member Recruitment Recommenda*on #4 Evidence: Online Survey 45

46 Marke*ng/New Member Recruitment Recommenda*on #4 (con*nued) Evidence: Online Survey OVERALL SAMPLE: How do you view ASB as an organiza*on in the following abribute dimensions? Expensive Stuffy Stagnant Low- tech Not helpful for my job Good Value Friendly Innova9ve High- tech Helpful for my job Old boy's club Declining Young & progressive Thriving 46

47 Marke*ng/New Member Recruitment Recommenda*on #4 (con*nued) Evidence: Online Survey MEMBERS VS. NON- MEMBERS: How do you view ASB as an organiza*on in the following abribute dimensions? Members Non- Members Expensive Stuffy Stagnant Low- tech Not helpful for my job Old boy's club Declining Good Value Friendly Innova9ve High- tech Helpful for my job Young & progressive Thriving 47

48 Marke*ng/New Member Recruitment Recommenda*on #4 Evidence: In- Depth Interviews 48

49 Marke*ng/New Member Recruitment Recommenda*on #4 (con*nued) Evidence: In- Depth Interviews Old boy s club came to mind for several interview par9cipants (all current ASB members) when asked what comes to mind when they think of ASB. 49

50 KEY STUDY FINDINGS & RECOMMENDATIONS: ASB Marke*ng/New Member Recruitment: Recommenda*on # Oak Street, Kansas City, Missouri TEL FAX www CypressResearch.com 50

51 ASB Marke*ng/New Member Recruitment Recommenda*on #5 Use the following methods to communicate with current/poten*al members: E- newsleners as primary method ASB website LinkedIn, Facebook, TwiNer for industry professionals age

52 ASB Marke*ng/New Member Recruitment Recommenda*on #5 Evidence: Online Survey 52

53 ASB Marke*ng/New Member Recruitment Recommenda*on #5 Evidence: Online Survey MEMBERS ONLY: How do you prefer that ASB communicate with you regarding associa*on business and events? (% that selected each method of communica9on) 0% 20% 40% 60% 80% 100% E- newsleners 85% ASB website 38% Print newsleners LinkedIn ASB app for iphone/blackberry Facebook TwiNer 22% 13% 13% 8% 2% 53

54 ASB Marke*ng/New Member Recruitment Recommenda*on #5 Evidence: Online Survey How do you prefer that AIB communicate with you about associa*on business and events? Segmenta*on by Age (Bakery Manufacturer MEMBERS ONLY) E- newsleners 92% 89% 76% ASB website 50% 39% 45% Print newsleners 25% 20% 24% LinkedIn 25% 8% 10% ASB applica9on for iphone/blackberry 8% 9% 7% Facebook 25% 8% 3% TwiNer 17%

55 KEY STUDY FINDINGS & RECOMMENDATIONS ASB Programs & Services: Recommenda*on # Oak Street, Kansas City, Missouri TEL FAX www CypressResearch.com 55

56 ASB Programs & Services Recommenda*on #6 Offer online educa*on/webinars Convenient and cost effec9ve Topics should be focused on important trends and issues affec9ng the industry Would anract younger members Should be provided to non- members as well Offer addi*onal networking opportuni*es that are more interac*ve in nature Offer opportuni9es for more ac9ve idea exchange about best prac9ces, new ideas, new products, industry trends Offer social media networking to anract younger professionals Offer a searchable database of members via Facebook or LinkedIn 56

57 ASB Programs & Services Recommenda*on #6 (cont.) Evidence: Online Survey 57

58 ASB Programs & Services Recommenda*on #6 (cont.) Evidence: Online Survey OVERALL SAMPLE: In order to foster ASB's growth and gain new members, how valuable would it be if ASB offered the following addi*onal programs and services?: (Averages: Scale of 1='Not at all Valuable' to 7='Very Valuable') More in- person networking opportuni9es Webinars Online educa9on/training courses ASB Industry Cer9fica9on Program Regional ASB chapter mee9ngs Young execu9ves chapter of ASB Online/social media networking Individualized professional mentoring

59 ASB Programs & Services Recommenda*on #6 (cont.) Evidence: Online Survey MEMBERS VS. NON- MEMBERS: In order to foster ASB's growth and gain new members, how valuable would it be if ASB offered the following addi*onal programs and services?: (Averages: Scale of 1='Not at all Valuable' to 7='Very Valuable') More in- person networking opportuni9es Webinars (e.g., new baking/ingred technologies) Online educa9on/training courses ASB Industry Cer9fica9on Program Regional ASB chapter mee9ngs Young execu9ves chapter of ASB Online/social media networking Individualized professional mentoring Member Non- Member

60 ASB Programs & Services Recommenda*on #6 (cont.) Evidence: Online Survey How valuable would it be if ASB offered addi*onal services? Bakery manufacturers were less interested in ASB offering more in- person networking opportuni9es than the other industry sectors. Bakery manufacturers were slightly more interested in webinars and regional ASB chapter mee9ngs than equipment and ingredient manufacturers. Among bakery manufactures only, sales and markecng execu9ves were more interested in in- person networking opportuni9es (6.3) and a young execu9ves chapter of ASB (5.4) than other job func9ons. Corporate management execu9ves were more interested in an ASB Industry Cer9fica9on Program than other employees. 60

61 ASB Programs & Services Recommenda*on #6 Evidence: In- Depth Interviews 61

62 ASB Programs & Services Recommenda*on #6 Evidence: In- Depth Interviews Interview par9cipants suggested anrac9ng new members by offering educa9on content via electronic formats including webinars. Examples of direct quotes: I know a lot of groups are struggling with gesng younger people interested in working in bakeries and by extension demonstrate an interest in trade associa9ons. If I'm young, I'm already pusng in all this 9me and effort. If I go, what can they teach me? A lot of older guys use associa9ons more for networking. Younger people have different ways of networking. They use social media. ASB needs to use a presence with electronic communica9on through , Facebook, etc. to connect to communicate bener with the younger genera9on. (Non- Member, Bakery, Medium) Perhaps ASB can publish once a month a magazine or online version with industry trends, top level trends, giving some updates on new flavor trends, etc. I am always looking for new developments and new product concepts. We sell a lot to the restaurant business. I look for some kind of informa9on like that. And I will share it with others in my organiza9on. (Non- Member, Bakery, Small) 62

63 ASB Programs & Services Recommenda*on #6 Evidence: In- Depth Interviews Interview par9cipants suggested that AIB offer more networking opportuni9es, par9cularly involving ac9ve idea exchange about best prac9ces, new ideas, new products, industry trends. Examples of direct quotes: If there were more communica9on or social events (in addi9on to the annual mee9ng) with the ingredient suppliers and our business compe9tors in the frozen dough industry, that would be great - opportuni9es to get together and share informa9on and get more familiar with what's going on now, future trends, research, new ideas, new products. (Non- member, Bakery, Large) I think that more ac9ve informa9on exchange among members and also from associa9on to give more to members would be beneficial. The Corporate Strategy Board is an associa9on that focuses more on benchmarking for many different industries not just baking. That strategy they follow is something that would be very beneficial for ASB to search for best prac9ces, analyze and start talking about the evolu9on of the industry. They provide educa9onal programs and specific trainings. (Non- Member, Bakery, Large) 63

64 KEY STUDY FINDINGS & RECOMMENDATIONS Programs & Services for Young Professionals: Recommenda*on # Oak Street, Kansas City, Missouri TEL FAX www CypressResearch.com 64

65 Programs & Services for Young Professionals Recommenda*on #7 Consider offering individualized professional mentoring (par*cularly to abract young non- members): Set clear goals and structure around the mentoring rela9onship Avoid conflicts of interest by sesng ground rules Market the advantages of the program 65

66 Programs & Services for Young Professionals Recommenda*on #7 (cont.) Evidence: Online Survey 66

67 Programs & Services for Young Professionals Recommenda*on #7 (cont.) Evidence: Online Survey How valuable would it be if ASB offered individualized professional mentoring? (7- point scale; 7= Very important ) Non- members rated the importance of a mentoring program higher (5.2) than members (4.6). 67

68 Programs & Services for Young Professionals Recommenda*on #7 (cont.) Evidence: In- Depth Interviews 68

69 Programs & Services for Young Professionals Recommenda*on #7 Evidence: In- Depth Interviews How valuable would it be if ASB offered individualized professional mentoring? (themes) Liked the idea of individualized mentoring for younger professionals Concern about conflicts of interest Sugges9on: Avoid conflicts of interest by sesng ground rules and sesng clear goals for the mentoring rela9onship 69

70 Programs & Services for Young Professionals Recommenda*on #7 Examples of direct quotes: There could be a conflict of interest with this, depending on how the mentoring program is designed. In theory it sounds outstanding. It would bring people closer. But for large companies, they wouldn't want their execu9ves coaching a junior execu9ve from a compe9tor. And the mid- size companies might lose their talent to another company through a close mentoring program. It might make companies feel very vulnerable. (Member, Bakery, Large) As long as the mentor and mentee are fully engaged to make it work, it would be valuable. We have mentoring programs within our company. But both need have a disciplined approach to the rela9onship so that when there are scheduled calls or mee9ngs that the mentor can provide meaningful insights to the mentee. If it's done right, it's extremely valuable. Conflict of interest issues can be avoided by sesng ground rules, which may take some 9me. People may be less than 5-7 years in the industry and will be matched with a senior execu9ve or baker that can help guide their career development. (Member, Bakery, Large) 70

71 KEY STUDY FINDINGS & RECOMMENDATIONS Programs & Services for Young Professionals: Recommenda*on # Oak Street, Kansas City, Missouri TEL FAX www CypressResearch.com 71

72 Programs & Services for Young Professionals Recommenda*on #8 Offer more educa*onal program content (including online) targeted to young professionals: That offers direct career/job benefits That demonstrates that industry is forward thinking so young professionals stay in baking industry Prac9cal, unique content/can apply immediately Develop a Young Execu*ves Chapter of ASB Offer ideas for career development Provide a forum for young execu9ves to exchange ideas, knowledge Offer opportuni*es for online social media/networking 72

73 Programs & Services for Young Professionals Recommenda*on #8 (cont.) Evidence: Online Survey 73

74 Programs & Services for Young Professionals Recommenda*on #8 (cont.) Evidence: Online Survey Members age rated ASB s performance significantly lower in the following areas than their older counterparts (7= Excellent): Educa9onal benefits (5.0) ASB s ability to provide them with a compe99ve business edge (4.2) Younger ASB members were more interested in the following addi*onal ASB services than their older counterparts (7= Very Valuable ): Young execu9ves chapter of ASB (6.0) Online educa9on/training courses (5.8) Online/social media networking (5.2). 74

75 Programs & Services for Young Professionals Recommenda*on #8 (cont.) Evidence: In- Depth Interviews 75

76 Programs & Services for Young Professionals Recommenda*on #8 (cont.) Evidence: In- Depth Interviews How can ASB abract young professionals? (Themes): Offer educa9onal program content bener targeted to young professionals. Offer more tangible, direct value, including more educa9onal opportuni9es. Young Execu9ves Chapter of ASB could be valuable if it: Offer ideas for career development Provides a forum for young execu9ves to exchange ideas and knowledge. 76

77 Programs & Services for Young Professionals Recommenda*on #8 (cont.) Evidence: In- Depth Interviews Offer educa9onal program content bener targeted to young professionals. Offer more tangible, direct value, including more educa9onal opportuni9es. Examples of direct quotes: I want to have some benefits to my career growth. I men9oned a strong social bonding, I need informa9on so I know about the value of ASB conferences or webinars or regional events so that when I talk to my boss about ASB I can let him know it s related to our business. If I can't tell him that ASB is giving me informa9on about our product category, I won't convince him of the value. (Non- Member, Bakery, Large) As a company we are struggling to anract younger talent to the company. Help young professionals see that the baking industry can provide them with a career. ASB can play a role by offering interes9ng educa9on programs targeted to them. (Non- Member, Bakery, Large) 77

78 Programs & Services for Young Professionals Recommenda*on #8 (cont.) Evidence: In- Depth Interviews Young Execu9ves Chapter of ASB could be valuable. Examples of direct quotes: A Young Execu9ves Chapter would be helpful and appealing depending on how they structure it. That could always be beneficial to anyone coming into the baking industry - or good for anyone no maner what job you're doing, regardless of age. There are different things that come along with work - different work ethics, etc. that young execs need to know about. (Member, Allied, Medium) Focus on what execs can do in terms of either your knowledge and/or networking to get to the next level. People who are higher in an organiza9on aren't as concerned about career development as those like myself in middle management. You have to be well versed in nutri9onal issues in the baking industry, and opera9onal issues in baking. If there's a forum for hot issues to be aware of and things to help impact your organiza9on, these would be helpful. (Non- Member, Allied, Large) I would find it beneficial to anend a breakfast or other social event that involves young professionals. (Non- Member, Bakery, Large) 78

79 KEY STUDY FINDINGS & RECOMMENDATIONS Programs & Services for Non- Tradi*onal Bakers: Recommenda*on # Oak Street, Kansas City, Missouri TEL FAX www CypressResearch.com 79

80 Programs & Services for Non- Tradi*onal Bakers Recommenda*on #9 Offer more educa*onal program content targeted to bakers not tradi*onally targeted by ASB: Provide ingredient and engineering- focused informa9on/educa9on Cover more emerging/hot- bunon industry issues Show applica9on of session content to mul9ple industry segments 80

81 Programs & Services for Non- Tradi*onal Bakers Recommenda*on #9 (cont.) Evidence: Online Survey 81

82 Programs & Services for Non- Tradi*onal Bakers Recommenda*on #9 (cont.) Evidence: Online Survey When asked which market segments ASB should primarily target (in addi9on to bread and rolls), survey results showed the greatest level of interest in expanding the reach to: mid- size and smaller wholesale bakers (62%) cakes and other sweet goods (29%) frozen dough (24%) 82

83 Programs & Services for Non- Tradi*onal Bakers Recommenda*on #9 (cont.) Evidence: In- Depth Interviews 83

84 Programs & Services for Non- Tradi*onal Bakers Recommenda*on #9 (cont.) Evidence: In- Depth Interviews How can ASB abract more non- tradi*onal bakers? (Themes) Provide educa9on program content on: Ingredients Engineering hot- bunon issues Show applica9on of program content to mul9ple industry segments 84

85 Programs & Services for Non- Tradi*onal Bakers Recommenda*on #9 (cont.) Evidence: In- Depth Interviews Examples of direct quotes: I think if ASB is going to target owners of mid- size companies, opera9ons directors - they'll want to know how to improve through- put, save them money, or result in higher revenue for them. What those types of people want to see is, if it's from an ingredient standpoint, informa9on about emulsifiers, or from an engineering standpoint, informa9on about new types of lines or modifica9ons to exis9ng lines. You can make this in general, regardless of whether it applies to cookie/cracker, tor9lla or fresh baked product or frozen. There would need to be breakout sessions on fresh bakery products with breads, rolls, or one for cookies/crackers, or one for tor9lla and flatbreads. (Member, Allied, Medium) I've seen the conference program evolve to start picking up on hot industry issues both internally and externally. Where we have the disconnect is somehow we need to be able to communicate to smaller segments of the industry is that there are important things they need to know about, like environmental sustainability. We have to tell them that it creates dollar savings and a compe99ve advantage for them. (Member, Bakery, Large) 85

86 KEY STUDY FINDINGS & RECOMMENDATIONS Programs & Services - BakingTech: Recommenda*on # Oak Street, Kansas City, Missouri TEL FAX www CypressResearch.com 86

87 Programs & Services - BakingTech Recommenda*on #10 Make the following improvements to BakingTech: Promote shif in BakingTech from primary focus on networking to equal focus on educa9on and networking Con9nue to play the role of bringing together the various baking industry associa9ons/segments (ABA, AIB, BEMA) Increase number of breakout sessions so par9cipants can have more than one opportunity to anend a specific session Include prominent keynote speakers at BakingTech as a draw for senior level execu9ves Focus on new/emerging baking & ingredient technologies and new equipment technologies 87

88 Programs & Services - BakingTech Recommenda*on #10 (cont.) Evidence: Conference Evalua*on 88

89 Programs & Services - BakingTech Recommenda*on #10 Evidence: Conference Evalua*on According to the BakingTech conference evaluacon, anendees suggested the following topics for future sessions (which could also be a focus on online educa9on efforts): New/emerging baking & ingredient technologies* New equipment technologies* General business, management Consumer trends Sustainability Governmental regula9ons Food safety Global food trends Product & ingredient trends Packaging innova9on *most frequently cited 89

90 Programs & Services - BakingTech Recommenda*on #10 (cont.) Evidence: In- Depth Interviews 90

91 Programs & Services - BakingTech Recommenda*on #10 Evidence: In- Depth Interviews How can ASB improve the value of your membership? (Themes) Improve BakingTech in the following ways: Promote shif in BakingTech from primary focus on networking to equal focus on educa9on and networking Con9nue to play the role of bringing together the various baking industry segments (ABA, AIB, BEMA) Increase number of breakout sessions so par9cipants can have more than one opportunity to anend a specific session Include prominent keynote speakers at BakingTech as a draw for senior level execu9ves 91

92 ASB Strategic Research: Key Study Findings & Recommenda9ons presented October 6, 2011 Cypress Research Associates, LLC 5527 Oak Street, Kansas City, Missouri TEL FAX www CypressResearch.com 92