Knowing our overall direction, talking to our major custom- ers and analysing data from members and exam candidates has enabled us to take some rapid action where the need has been clear and obvious. For example, developing an approach to learning that delivers an industry driven, quality product to the learner when and where they need it and then to support this through online guided tuition is the way that adult learning is progressing in every sphere. The uncoupling of membership from the application for the Diploma exams may have been seen by some as controversial as we reduced our member- ship numbers by 40% overnight. However, membership of the Institute should never be seen as a “distress purchase” rather than something that delivers real value and this is now a focus of attention for both Council and Board. Different metrics will be used around membership – not numbers per se but reten- tion and acquisition rates which are a measure of how “sticky” membership is and how the membership is growing (or declin- ing). Every membership organisation faces challenges around membership as there is more competition both for people’s time and money (see panel). For the last three years the retention rate of the IBD has been around 77% which is much lower than the average for all types of membership body (see table). Continuation of a poor rate quickly and inevitably leads to the demise of an organisation. The other major challenge faced this year has been the implementation of new systems for nance, customer rela- tionship management (CRM), website and an online marking system all alongside the further development of the learning management system (LMS). This has not been without its challenges and has not been done on a whim but through necessity. Key reasons for these developments being the obsolescence of the previous system, lack of development support from the system providers, the implementation of the General Data Protection Regulations and the need to be able to manage quali cations online. Bringing all of these systems According to the American Society of Association Executives association membership is declining across the board. Social networks now provide easy and convenient ways for industry members to nd each other and network, and the proliferation of online content has led to vast and often free access to the types of information, insights, and training that professionals used to be able to access only through association member- ship and industry conferences. Plus, the ASAE has had to address Millennial workers who place less value on formal and traditional means of networking, preferring to establish their own relationships in their own ways. Source: Community Brands’ 2017 Member Loyalty Study
All
Type of membership Both types
Individual only membership
Organisation only membership
Number of respondents
305
124
103
78
All
91% 90% 89%
94%
UK (n=206)
91% 90% 89%
94%
Non UK (n=99)
92% 91% 90%
95%
Source: Sue Froggatt Consultancy Membership benchmarking report, 2017
into one place and in one year was always going to be dif cult but snagging issues should be short lived and will improve our long term ability to communicate with members, exam candidates and the wider brewing and distilling community. My apologies to any member who has had dif culty navi- gating these changes but they will provide bene ts and a platform for further developments to deliver member value. With 2020 coming up fast I’m really pleased to report that we now have a full senior leadership team in place with the recent recruitment of Emma-Jayne (EJ) Quinn as Head of Customer Experience and Manisha Shah as our new Head of Finance and Business Support. We still have much to do to refresh the learning material and by the end of next year we will, under the direction of Simon Wade as Head of Learning Development, have completely revised the Diplomas of Brewing and Distilling, all of the General Certi cates includ- ing a new one in Cider Making and have new Foundations for brewing and distilling. Steve Curtis is working on further improvements to the BDI including an online version and Angus Steven will be bringing in further developments to the examination processes for certainty of delivery and cost reduction. I will be working with Deb Kennedy to further develop our approaches to internationalisation. I’d also like to recognise the work of Professor David Quain on the Journal of the Institute which has bene ted from an increased impact factor and improved research performance since his tenure as Editor in Chief. Rapid change is a threat but the ability to change rapidly is a strength (although, at times, uncomfortable). We have spent time building and will continue to build a solid founda- tion for further growth, to serve the industry with excellent education and our members with the valuable content and opportunities to connect with likeminded people that have been the hallmark of the IBD and rightly prized as such.
Jerry Avis CEO
november 2019 I BREWER AND DISTILLER INTERNATIONAL ● 5
i bd.org.uk
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