IIA Strategic Review FINAL · 2017-03-01 · Strategic Review Approach: 4 Analyse Design Plan Detailed analysis of both the “As-Is” and the external marketplace, culminating in

IIA Strategic Review

Final Report

February2017

The statements, observation, analysis, conclusions and recommendations of this report are those of Moondance Business Consultants. This information does not constitute legal, professional or commercial advice.

While every care has been taken to ensure that the content is useful and accurate, Moondance Business Consultants Consultants give no guarantees, undertakings or warranties in this regard, and does not accept any legal liability or responsibility for the content or the accuracy of the information so provided,

or, for any loss or damage caused arising directly or indirectly in connection with reliance on the use of such information.

Any errors or omissions brought to the attention of Moondance Business Consultants will be corrected as soon as possible.

Background & Context

3

• For almost 20 years, the Irish Internet Association (IIA) has played a pivotal role in terms of being the independent representative body for internet businesses in Ireland

• However, the organisation is now at a crossroads regarding membership numbers and financial/staffing resources, driving the necessity to conduct a strategic review

• This Strategic Plan outlines the recommended vision/mission, strategic priorities and high level implementation plan.

• A perspective regarding staffing and funding sources is also included.

Strategic Review Approach:

4

PlanDesignAnalyse

Detailed analysis of both the “As-Is” and the external marketplace, culminating in the identification of key insights to drive the overall Strategic Plan

A refresh of the Vision & Mission, and the identification of the Strategic Priorities and Initiatives.

Build the Implementation Roadmap, and determine the Staffing/Funding implications. Deliver the final Strategic Plan report

Phase 1 Phase 2 Phase 3

Stakeholders Interviews were sought with a total of 45 stakeholders, of which 31 were available and completed

5

StakeholderGroup Invited InterviewsCompleted

BoardDirectors 6 6

Member/ExMembers 13 8

Partners/Sponsors 13 6

OtherMemberBodies 6 5

PotentialDirectors 3 3

ExIIAStaff 4 3

Total 45 31

Executive Summary

6

Key Insights Identified

Potential Vision & Mission

As-Is

Proposed Priorities

3

4

• The IIA is in it’s 20th year and has achieved many successes over the past 2 decades• However, the organisation is now at a crossroads in terms of membership numbers and

financial/staffing resources• There is an urgency to mobilise quickly as Members/Partners are likely to be shifting their focus

to competitors

• There is substantial goodwill for the organisation, but a “Sweet Spot” needs to be identified• A majority of stakeholders recommend that “accelerating Irish online sales” become the new

focus for the IIA

• Ultimately a new IIA Board will determine the refreshed Vision & Mission, the thrust of the following represents the majority view of stakeholders:

• Vision: To be the leading member Association for indigenous businesses selling online• Mission: Weexisttoprovideourmemberswithnetworks,supportsandpioneeringtools

thatcombinetoacceleratetheironlinegrowth.

• Develop and launch a compelling tiered proposition for existing, expired and new members, (incorporating a product portfolio with 5 specific focus areas, including MyEcomKit)

• Finalise the Strategic Plan and determine the goals and measures to track progress• Develop a 3 year financial model and confirm funding sources• Present the Strategic Plan to existing/potential partners to seek their support

1

2

Pro Forma Income Statement:The following analysis is indicative and will require detailed CEO/Board review

7

Commentary:• These estimates require refinement based on previous years IIA data• Recommend the Board seek commitment from c.3 partners. Funding released in quarterly tranches upon confirmation of key metrics• The cashflow implications will also have to be determined• The financials associated with the MyEcomKit product are not included in these forecasts – more data required in terms of the current status• The Pro Forma excludes rent on assumption of getting free space from a member - representing an annual saving of c.€10k

Contents

8

SWOT/IndustryAnalysis

IIA

“As-IS”

ProductPortfolio

Implementation

Research

Feedback

OtherRepresentative

Bodies

Vision,Mission &StrategicPriorities

RoadmapResourcing

Model

ProForma

Income

Risks

&Mitigants

StrategicInsights

1a 1b 1c 1d

2

3

4

5

6a 6b 6c 6d

SWOT AnalysisThe Strengths, Weaknesses, Opportunities & Threats are derived directly from the Interviews & Survey Responses

9

Strengths• Strong Brand: Well established - 20th anniversary in 2017• Subscribers: Large base of c.5000 individuals to target• Net Visionary Awards: Leading internet national awards• Hall of Fame: 12 outstanding Irish internet pioneers• Content Expertise: Potential expert knowledge through the

member base• Goodwill: Significant desire for IIA to continue

Opportunities• eCommerce: Aid SMEs to sell online, • Content: Provision of meaningful advice/Intelligence to

members (see slide 37 for potential topics)• Startups: Enable Internet firms to scale and grow• Internationalisation: help members to trade overseas• State priorities: Formal alignment with Action Plan for Jobs,

National Digital Strategy, etc• Regional: Increase the focus outside of Dublin • Students: Expand membership (free?) to this segment

Weaknesses• Strategy: The Mission/Vision/Priorities require a refresh• Members: Declining and fragmented base • Financials: Precarious position and erratic cashflow.• Staffing: No staff at present• Board: Existing Board will shortly resign• Resources No office or significant assets• Website: Needs investment and modernisation• MyEcomKit: Significant investment/time required to build

Threats• Economic:

• Brexit: Irish SMEs losing sales to sterling UK/NI websites• US: implications of potential tax changes, etc

• Skills: Ongoing shortage of ICT Skills • Competitors:

• Other events (eg Meetup.com) and award• Other Member Bodies seizing IIA vacant space• Firms running free events and providing content (eg

Banks, Telecoms, Global Players, etc)• LinkedIn Groups may replace some member bodies

Industry AnalysisBrief summary of the relevant reports that input into the conclusions of this Strategic Report

10

Start-ups are on the rise again Ireland is 8th on EU Digital Scoreboard

Digital Economy is now 6% of GDP

https://www.virginmedia.ie/insights/

https://www.iedr.ie/why-choose-ie/digital-health-index/

SMEs without Online is increasing 25-47% of SMEs had online sales in 2016

https://www.businesspost.ie/home/internet-use-irish-households-continues-grow-374006?auth=login

• 18% of rural Irish consumers say they 'can't get broadband’.

• Almost a third cannot get speeds of over 10Mbs.

• 59% of working population do some form of work at home

Broadband remains an issue

http://www.vision-net.ie/news/2017-annual-review-report/ https://ec.europa.eu/digital-single-market/en/digital-scoreboard

http://shaneoleary.me/blog/index.php/category/digital-marketing-ireland/

Ireland as a Hub for Digital/Internet activityWe are punching above our weight:

11Various data sources summarised by John Whelan - Trinity College Dublinhttps://www.linkedin.com/pulse/ireland-really-punching-above-its-weight-hub-tech-start-ups-whelan

Take Away 1

Take Away 2

Take Away 3

Take Away 4

Take Away 5

Take Away 6

• Dublin #10 City in Europe for total number of developers

• Ireland has the fastest growth in tech jobs in 2016 with a rate of 5.5% (LinkedIn )

• Ireland is #7 source of “mobile” tech talent providing 4% of intra-European tech migrants

• Dublin has 8th largest number of people attending tech meetups in Europe

• Ireland is ranked 6th in Europe in deep tech investment

• Ireland does not feature as a hub or cluster in AI, VR or AR

✓

✓

✓

✓

✓

✕

Contents

12

SWOT/PESTLEAnalysis

IIA

“As-IS”

ProductPortfolio

Implementation

Research

Feedback

OtherRepresentative

Bodies


RoadmapResourcing

Model

ProForma

Income

Risks

&Mitigants

StrategicInsights

1a 1b 1c 1d

2

3

4

5

6a 6b 6c 6d

IIA Overview

13

Summary

Background • Established in 1997, now approaching the 20th anniversary

Purpose • Independent representative body for Irish based businesses who use the internet to do businesses

Mission • Making Ireland a leading web-enabled economy

Structure • Non-profit business association

Members • Suppliers and users of digital services and products • Each member has one vote

Governance • The IIA is directed by a voluntary board of industry experts

Products/Services • Networking and connecting members• Events• Training• Net Visionary Awards• Advice• Working Groups & White Papers• Policy development and Advocacy

Key Data PointsFrom the information provided, the following are the most salient facts

14

c5,000Subscribers

130Members, from a

high of 1300

31Stakeholder Interviews completed

146 Survey

Respondents

(Dec 16 v July 16)

20thAnniversary this

year

Current Financial StatusThe following data was provided on 27th January 2017 – no additional analysis has been completed

15

€

Outstanding Debtors * 10,500.00

Outstanding Creditors (25,888.17)

Bank Balance 15,592.86

Surplus/Deficit €204.69

*€7500oftheOutstandingDebtorsrelatetotheMyEcomKitwhichrequiresfurtherdevelopmentandtestingbeforealaunchispossible

Existing Membership OverviewBased on 2015 IIA data the current membership is very fragmented across many sectors

16

2015 IIA Data

Existing Member/Subscriber Overview (see appendix for more detail)Key insights derived from the January 2017 survey (146 respondents)

17

1) Fragmented Base 2) Significant % are mature organisations

4) Heavy weighting towards Dublin 5) Mixed Membership time-span 6) Awards/Events have highest usage

3) Broad mix in terms of size

4.79% 4.11% 5.48%

8.90% 6.16% 6.16%

3.42% 8.22% 8.90%

4.11% 39.04%

0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00%

2015-2016

2013-2014

2011-2012

2009-2010

2007-2008

2005-2006

2003-2004

2001-2002

1999-2000

1997-2001

BEFORE 1996

%NoofCompanies

2015-2016 2013-2014 2011-2012 2009-2010 2007-2008 2005-2006

2003-2004 2001-2002 1999-2000 1997-2001 Before 1996

Contents

18

SWOT/PESTLEAnalysis

IIA

“As-IS”

ProductPortfolio

Implementation

Research

Feedback

OtherRepresentative

Bodies


RoadmapResourcing

Model

ProForma

Income

Risks

&Mitigants

StrategicInsights

1a 1b 1c 1d

2

3

4

5

6a 6b 6c 6d

Sample of Direct Feedback from Stakeholders (Members, Board, Industry, etc)

19

“It would be a shame to see the IIA fail at

this stage”

“Original purpose is done, must

move to 2.0”

“It is my intention to join again”

“We are happy to continue to be a partner”

“The recession is over, people are too busy

to attend events”

”There are many similar organisations, the IIA

needs to be something different”

“We didn't’really try hard enough to get

value from our membership”

“Vital that Ireland has an organisation

focusing on the internet”

“The IIA must find a unique

voice”

“Disappointed with IIA level

of activity outside Dublin”

“They have lost their

mojo in the last couple of

years”

”Net Visionaries

were a highlight in

the calendar”

“There may be opportunities

to partner with similar

organisation”

“The MyEcomKit was supposed to launch last July”

Members/Subscriber Views of IIA today (see appendix for more detail)Key insights derived from the January 2017 survey (146 respondents)

20

1) Satisfaction, but room for improvement 2) Mixed in terms of “meeting needs”

4) “Value for Money” is rated Average 5) Low probability of recommending other firms join the IIA

6) Other Member Bodies are rated higher than the IIA

3) Events/Awards have highest ratings

Members/Subscriber Views regarding the future IIA (see appendix for more detail)Key insights derived from the January 2017 survey (146 respondents)

21

1) Huge endorsement to continue 2) Appetite to join in 2017

3) Top 3 Priorities are clear 4) Clear preference to serve providers and users

Contents

22

SWOT/PESTLEAnalysis

IIA

“As-IS”

ProductPortfolio

Implementation

Research

Feedback

OtherRepresentative

Bodies


RoadmapResourcing

Model

ProForma

Income

Risks

&Mitigants

StrategicInsights

1a 1b 1c 1d

2

3

4

5

6a 6b 6c 6d

Other Member Organisations Desktop Review (1 of 2) (see appendix for more detail)Clearly a very crowded space, Irish SMEs have many options to choose from

23

Association Mission(per website) Member #s Products&Services Partners Staff

ICS • Toadvance,promoteandrepresenttheinterestsofICTprofessionalsinIreland.

34 • Techweek- Ireland’snationwidefestivaloftechnology

• 40+free-to-attendICSeveninglectures• CPDCoursesandbusinesscertificates• Awards2016- F1inschools,ECDLIreland• WorkingGroups- NationalCoalitionfor

Ireland

MindLeaders,BusinessAnalystsAssocofIre,AssocofDataProtectionOfficers,HealthInformaticsSocietyofIre,IASAIreland,ITSMF,VisuallyImpairedComputerSocietyofIre,CouncilOfEuropeanProfessionalInformaticsSocieties,InternationalFederationForInformationProcessing

Notavailable

eCAI • Purposeofsettingstandards,theeCAIencouragesgoodpractice,providesinformation

• TopromoteeCommerceastheprimarytransactionchoiceforallcommerce.

N/A • Monthlyguestspeakerandnetworkingevent

AffiliatedwithEMOTA,theEuropeannetworkofeCommerceAssociations

0

ISPAI • ToprovideonevoicefortheIrishISPIndustryatNational,InternationalandEUlevel

• ToprovideafocalpointfordiscussionwithpoliticalgroupsandotherslikelytoimpacttheIndustry.

57 • Hotline.ieawarded theINHOPEQualityAssuranceCertificate

• WorkingGroupontheIllegalandHarmfulUseoftheInternet withAnGarda,ChildProtectionServicesandinternationalPolice

Not available Notavailable

SFA • Voiceofsmallbusiness 8,000 • 14eventsin2016• WhitePapersonallbusinessmatters

Volkswagen,3,EnterpriseIreland,DHL,AIB,BordBia,IdentifiablyIreland,SEAI,Energia,Skillnets,IndependentMediaPartnerwithISA

12

Other Member Organisations Desktop Review (2 of 2) (see appendix for more detail)Clearly a crowded space, Irish SMEs have many options to choose from

24

Association Mission Member#s

Products&Services Partners Staff

IDMA • LeadingthewayinbestPracticeforDataDrivenCommunication

41 • Arrayof8industry-relevantevents,seminarsandcoursesin2016

• KnowledgeLab,ComplianceHub,Regulatory&ComplianceAssistance

DirectMarketingAssociationUK,GlobalMarketingAlliance,FederationofEuropeanDirectandInteractiveMarketing,InternationalFederationofDirectMarketingAssociations,DublinChamberofCommerce

0

ISME • TorepresentthebestofwhatisbestintheSMEsector.• Toanticipateanddecisivelyarticulatetheneedsofthe

sector• Tobevigilant,decisive,anddirectindefendingthe

interestsofallsmallandmediumbusinesses.• Tobebeholdentonointerests,otherthanthemembers.• Toensurethatwhatisurgentdoesnotdetractfrom

whatisimportanttothemembers.• Tohelpmembersbettermanagetheirbusinessthrough

theprovisionofaccurate,timelyandpertinentinfo.

10,200 • Events• TrainingCourses• Advice&Support• 24hourHelpline• Lobbiesonbehalfofmembers

N/A 11

FPAI • TheFPAIrepresentsfintechandpaymentsbusinessinIrelandtodeveloptheregulatory,commercialandcommunityecosysteminwhichtheyoperate.

N/A • OrganisesMember,InternalandPartnerevents

• IndustryAchievementoftheYearAward• FintechandPaymentsWorkingGroup

EnterpriseIreland,NDRC,IDA,Banking&PaymentsFederation,DublinCommissionerforStartups,FinancialServicesInnovationCentre,FinancialServicesIreland

1

TheSalesInstitute

• TheNetworkforProgressiveSalesDirectors 3,000 • Priceincludestrainingcredit• NetworkingeventsandSeminars– 3per

month• Training– 1-2permonth

BrandPartners- AmarachResearch,BordGaisEnergy,ESRI,One4All,DataIreland,CPM,Aviva,Talysis,AA,RSA,SalesPlacement,AXA,KALPRO,Topaz,MillerHeimenGroup,SalesSense,Harvest,CPL,KiddInsurance,EvrosandTogetherDigital

Contents

25

SWOT/PESTLEAnalysis

IIA

“As-IS”

ProductPortfolio

Implementation

Research

Feedback

OtherRepresentative

Bodies


RoadmapResourcing

Model

ProForma

Income

Risks

&Mitigants

StrategicInsights

1a 1b 1c 1d

2

3

4

5

6a 6b 6c 6d

Anatomy of a Successful Members OrganisationThis has been derived from stakeholder feedback and the review of other bodies

26

Crystal clear in terms of the vision/mission and why it exists,

ideally based on a “burning platform”

Vision & Mission

Create a viable member base through a compelling reason to join, typically with tiered options

Proposition

Clear 3 Year Plan and Roadmap, with regular

checkpoint reviews

Strategy

Solid financial footing with multiple sources and smooth

cashflow

Financial

Portfolio of partners that both drive member content and contribute to the financial

stability

Partners

Active Board & Chair with mix of small/large and Irish/Global

Directors to drive forward whilst managing governance

Board

Dynamic CEO with strong leadership skills, supported by a members/events team directed

by the board

Staffing

Aligned to government priorities and receive financial support

State

Facilitate connections and member-to-member

engagement, leading to potential sales opportunities

Network

Recognised by members/state/media as the

authoritative voice of the sector, with a “finger on the pulse”

Voice

…applying these factors to the IIA:Also derived from stakeholder feedback and the member/subscriber survey

27

Consensus that a refreshed vision and mission is required,

not clear on why IIA exists

Vision & Mission

Survey indicates that the priorities are Industry

representation, Events and Networking

Proposition

A draft plan exists, this report should advance the completion

of same by the Board

Strategy

Poor cashflow and declining funding sources at present

Financial

Strong desire amongst partners that the IIA remains, they are also willing to contribute and

provide financial support

Partners

Existing board is planning to retire, but at least 6 new

individuals have expressed an interest in becoming a Director

Board

No CEO or staff at present

Staffing

No formal alignment to the government priorities. Low

funding from state sources at present

State

Acknowledged as one of the core strengths of the

organisation

Network

Strong awareness for the organisation and potential exists

to improve further

Voice

Options Extensive feedback on the IIA Future was provided by Stakeholders/Members/Subscribers

28

• Vast majority nominate this as their absolute preference• But explicit assumption that it must be on a stable financial footing, must avoid being quickly back in this

situation again • Huge goodwill exists to help the IIA but needs to be supported by tangible resource, financial and time

commitments

1) Revitalise the IIA

• Many stakeholders recommend this option be pursued in conjunction with Revitalise• There is an awareness of other bodies in similar financial position, and general consensus that

partnership options should be discussed with each

• A minority are of the view that there is no future role for the IIA• Their view is that the IIA should “retire honourably” on the basis of achieving the original mission• Regardless revitalising for primarily nostalgic reasons is not sufficient

2) Merge with another Member organisation(s)

3) Disband the IIA

• Minor enthusiasm for this, but primarily if the Revitalise/Merge options are not achievable• The challenge would drive the organisation forward without paid staff• Propose that the spine would be Events, but that it would require some central administration support to

ensure they are run professionally

4) Transition to a Volunteer staff organisation

Summary Strategic InsightsThe combined analysis and feedback suggests that these are the primary insights upon which a Strategic Plan should be developed

29

SWOT/PESTLEAnalysis

IIA

“As-IS”

Research

Feedback

OtherRepresentative

Bodies

1a 1b 1c 1d

This is the “Moment of Truth” for the IIA

• Driven by a combination of falling membership, a precarious financial position and imminent lack of Board/Staff

There is substantial goodwill for the Organisation

• Huge endorsement for the organisation to continue and a willingness among members and partners to contribute to the revitalisation option

A “Sweet Spot” needs to be identified and optimised

• Whilst there are significant opportunities for an organisation like the IIA, it is an extremely crowded space in terms of competitors. A clear mission and vision needs to be identified and optimised

Accelerating Irish online sales growth is a national priority

• Government & Industry Stakeholders have identified eCommerce and online sales as a key growth opportunity for Ireland to tap

Resolving the financials will require active leadership

• Despite the goodwill and potential opportunities, the IIA cannot be revitalised without first resolving the financial status. This must be the first priority for the new Chair and Board.

Insights

Contents

30

SWOT/PESTLEAnalysis

IIA

“As-IS”

ProductPortfolio

Implementation

Research

Feedback

OtherRepresentative

Bodies

Vision,Mission&StrategicPriorities

RoadmapResourcing

Model

ProForma

Income

Risks

&Mitigants

StrategicInsights

1a 1b 1c 1d

2

3

4

5

6a 6b 6c 6d

What is a Vision and Mission?

31

Description Examples Stakeholder Suggestions for the IIA

Vision • The future destination• Describes what we would like the

organisation to become• Provides direction and inspiration

Coke: To be within an arm’s length of desire

Disney:To make people happy

Stanford:To become the Harvard of the West

• Help Irish SMEs be online and exploit online opportunities• Connect businesses through events, training and information in order to help

indigenous companies get online and help those already online to grow

• Facilitate engagement between suppliers and buyers – bidding process, tips,

templates, tools, etc

• Enable Ireland to become a leading global digital economy

• Advocacy through a strong audible voice on behalf of online businesses in

Ireland

• Thought Leadership for the future of the Irish Internet

• Internet for Everybody - promoting the availability and ethical use of the internet

• Forum for big businesses to help small businesses

• Foster innovation to drive economic growth

• Indigenous companies wanting to use digital to grow the business

• “To make Ireland a leading global web-enabled economy”

• Aid the resolution of the ICT skills shortage

• Providing standards, accreditation and quality benchmarks for internet service

providers.

• Provide training support, advice and discount options for members

Mission • The reason the organisation exists today• Typically on the basis of WHAT we do,

HOW we do it, for WHOM are we doing it for

Walmart:To give ordinary folk the chance to buy the same things as rich people

McDonalds:To be our customers favourite place to eat and drink.

Vision & Mission – Draft for DiscussionUltimately a new IIA Board will determine the refreshed Vision & Mission. The following is an outline draft that represents the majority view of stakeholders:

32

Vision: To be the leading member association for

indigenous businesses that market and sell online.

Mission: We exist to provide our members with networks,

timely guidance, supports and pioneering tools that

combine to accelerate their business growth.

Strategic PrioritiesA clear Vision & Mission drives the identification of a set of Priorities for the Board to drive forward

33

Finalise the Vision and Mission and obtain approval from

members to proceed

Vision & Mission

Develop and launch a compelling tiered proposition (incl MyEcomKit) for existing,

expired and new members

Proposition

Finalise the Strategic Plan and determine the goals and

measures to track progress

Strategy

Develop a 3 year financial model and confirm funding sources

Financial

Present the Strategic Plan to existing/potential partners and

seek their support

Partners

Seek approval from the members to appoint a new

Board

Board

Once the financial model is confirmed, start the recruitment

process

Staffing

Present the Strategic Plan to existing/potential state partners

and seek their support

State Network Voice

Deferuntilotherdeliverablesareinplace

IIA Strategic House

34

WhydoestheIIAexist?

Vision:• Tobetheleadingmember

associationforindigenousbusinessessellingonline.

Mission:• Weexisttoprovideour

memberswithnetworks,supportsandpioneeringtoolsthatcombinetoacceleratetheironlinegrowth.

Wheretoplay?

• SMEswhoarealreadysellingonlineorseekingtostart

• TechProductCompanies&Startups

• MultinationalCompaniesbasedinIreland

• Agencies&Suppliers• Digitalleaders&Influencers

WhatCapabilitiesareneeded?

• StrongBoardwithmixintermsofsizeandindigenous/global origins

• DynamicCEOwithsupportteam

• DedicatedvolunteersforWorkingGroup

HowToWin?

• Compellingpropositionformembers

• ClearStrategicPlan• FinancialStability• Strongpartnershipswith

leadingindustryplayers• Alignedtoakeygovernment

priority

IIAStrategicHouse

WhataretheGoals?

• TobedeterminedbytheBoard

Goals & ObjectivesThe new board needs to determine the set of goals and objectives

35

Goals

tbc

tbc

tbc

tbc

xxxx xxx xxx xxx xxx

Objectives

Goals are general definitions that capture results being sought over a period of 2/3 years.

SMART - specific, measurable, achievable, results focus and time-bound (typically 1 year).

tbc

tbc

tbc

tbc

tbc

tbc

tbc

tbc

tbc

tbc

tbc

tbc

tbc

tbc

tbc

tbc

Contents

36

SWOT/PESTLEAnalysis

IIA

“As-IS”

ProductPortfolio

Implementation

Research

Feedback

OtherRepresentative

Bodies


RoadmapResourcing

Model

ProForma

Income

Risks

&Mitigants

StrategicInsights

1a 1b 1c 1d

2

3

4

5

6a 6b 6c 6d

Product PortfolioIt is recommended that the following products be prioritised for design and rollout

37

Network Events

• Develop the 2017 schedule of events and communicate with members – ensure appropriate mix of Webinars and Dublin/Regional locations• Secure top-class experts on Focus Areas that resonate with members (see next slide) – quid pro quo for them is short sales pitch• Incorporate networking opportunity at every event• Schedule should also include “Half Day Deep Dives” on selected topics – proven success in terms of attendees and revenue generation• Explore the potential to recommence the Annual Conference – but must be self-sufficient from a financial perspective

1

Thought Leadership• Through Working Groups (members and partners), select and develop points of view on 5 prioritised Focus Areas for 2017 (see next slide)• Ensure the outputs include practical tools for application – eg checklist, templates, best practices, etc• The Working Groups do require leadership and drive to complete in a timely manner

2

Advocacy • Identify Focus Areas (see next slide) that resonate with members and agree advocacy position with them• Ensure full adherence to the Lobbying Act – enforcement provisions in place since 1st January 2017

3

Tools & Supports• In conjunction with our members and partners, design, build and rollout a suite of tools and supports to our membership base• Prioritise the completion of the MyEcomKit – aligns extremely well with the proposed vision and mission. Also addresses key partners’

requirements and fulfils the financial commitment they have already made• Explore the potential and feasibility of an ”IIA Q Mark” that accredits suppliers to the Internet Industry

4

Skills Training• Continue with the Irish Times training partnership – fits well with the Vision and an important source of funding• Seek to identify and rollout additional courses that meet member needs• Explore potential for regional hubs

5

Net Visionary Awards• Recognised as a highlight in the calendar and viewed by significant majority of stakeholders as being more prestigious than other events• It is also a very profitable revenue stream for the IIA• The Hall of Fame Award is extremely well regarded, there remains an opportunity to leverage the support of previous winners• Some confusion regarding the brand positioning, needs to be heavier emphasis place on the IIA brand

6

Potential Focus AreasA number of the products require specific topics for focus, the board should prioritise 5 that will resonate best with existing and potential members

38

Connectivity

Digital Disruption

IOT

ICT Skills

Data Protection

Broadband

Fintech

Grant Applications

Localisation

Internationalisation

Cloud

Regulations

Digital Inclusion

AR/VR

Patents

Software/Platforms

Future Trends

Ethics

Sharing Economy

Copyright

Existing Brand & LogoVery mixed views in terms of whether a change is required or not. Suggest it is not an immediate priority to resolve

39

Commentary

• Not an immediate priority for the following reasons:• Need to agree the Vision, Mission and Strategy first• Reasonable awareness of the existing brand • Build on the 20 year heritage• Rebranding can be expensive exercise that requires funding• Strong social media presence under existing brand name• Would also require a launch – again costs associated with that• Changes may be identified if a partnership is progressed

• At the appropriate time, stakeholders have suggested that potential changes could include moving from:

• Association to Institute• Irish to Ireland• Internet to Digital

• In the short-term, if there is a desire to signal change and a new era, consideration should be given to:

• Moving to IIA only – ie drop “Irish Internet Association”• Changing the existing tag line to reflect the agreed Vision

Jan2017Member/SubscriberSurvey

Membership Category Options

40

• Current Membership Categories are:• Corporate >50 employees €695• SME 3-50 employees €350• Individual <3 employees €220

• Pricing is broadly in line with the industry and other similar member bodies• Recognition by most that membership is like that of a gym, the onus is on the member is to maximise their own value• Very mixed views in terms of the current categories:

• View that they are standard for the industry and don’t need change• Conversely, many stakeholders feel they are archaic and not fit for the internet industry

• In the short-term the recommendations are:• Leave the categories unchanged, with a review at end of 2017 • Add a free membership for third level students, they will provide a new energy and volunteer pool. Consider having one on

the board too• Seek to agree a partnership with the Local Enterprise Offices (and other bodies) to subsidise and/or provide their clients

with a discount offer• Improve payment options, including direct debit (auto rollover for next year), PayPal and Bitcoin• Consider option to “apply” to join, ie certain criteria must be met before membership will be accepted• Test the market re opportunity to increase the Corporate price

Partnership OpportunitiesThere are 4 potential options in terms of Partnerships – each have merit and should be explored further

41

1) IIA Partners

• Assuming that the IIA has a viable member base, compelling mission and exciting partnership/sponsorship propositions, the following organisations have indicated a willingness to discuss opportunities that align to their own objectives:

• Microsoft

• Enterprise Ireland

• IEDR

• Blacknight

• AIB

• Digital Hub

2) Merger

• The IDMA has expressed a willingness to discuss the merits of a potential merger

3) Affiliate

• Under this alternative the IIA becomes an affiliate of a larger organisation and avails of shared services, membership offers, branding, etc

• Options include• ISME

• ICS

• Internet Society (Irish chapter)

4) Collaborate

• The IIA identifies other organisations where there is mutual benefit in have a formal collaborative model to share content, members, events, etc

• Options include• Fintech & Payments Association

• NDRC

• Dogpatch Labs

• Local Enterprise Offices

• Chambers Ireland

• Retail Excellence

• eCommerce Association

• ISPAI

Contents

42

SWOT/PESTLEAnalysis

IIA

“As-IS”

ProductPortfolio

Implementation

Research

Feedback

OtherRepresentative

Bodies


RoadmapResourcing

Model

ProForma

Income

Risks

&Mitigants

StrategicInsights

1a 1b 1c 1d

2

3

4

5

6a 6b 6c 6d

2017 Implementation RoadmapThe following is a high-level sequencing of the key priorities

43

2017Phase Initiative Q1 Q2 Q3 Q4

Get Fit

Finalise the Vision & Mission

Develop Member Proposition

Appoint the Board

Finalise the Strategic Plan (including goals & objectives)

Develop 3 Year Financial Model

Launch &

Grow

Relaunch the IIA (Member Drive)

Recruit new team

Conduct Partner Roadshow

Engage with State bodies

Commence engagement with industry stakeholders and media

Resourcing Proposal: Seek to recruit a new CEO and a part-time event/member specialist

44

• Stakeholder feedback and a review of other Member Organisations indicates:

• Paid staff are a key success factor in their sustainment and growth

• A CEO is a must – under the direction of the Board they are the heart of the organisation and the public face

• Volunteers are an important factor, but the organisation will never be their number 1 priority

• Events/Awards/etc require administrative support on a timely basis

• On that basis, the recommendation is as follows:

• Appointment of a CEO – if acceptable to the chosen candidate, an initial appointment on a 3 day basis would have financial benefits

• Part-time Event/Member Specialist – 2 days per week

• Engagement with Event Management company only when their costs are covered from the event revenue

Pro Forma Income Statement:The following analysis is indicative and will require detailed CEO/Board review

45

Commentary:• These estimates require refinement based on previous years IIA data• Recommend the Board seek commitment from c.3 partners. Funding released in quarterly tranches upon confirmation of key metrics• The cashflow implications will also have to be determined• The financials associated with the MyEcomKit product are not included in these forecasts – more data required in terms of the current status• The Pro Forma excludes rent on assumption of getting free space from a member - representing an annual saving of c.€10k

# Risk Potential Impact Mitigants1 Members do not support the revised strategic plan • IIA is likely to fold • Clear communication and opportunity to voice

support or otherwise

2 The member proposition is not sufficiently attractive to drive an increase in numbers

• Significant financial impact in terms

of fees and attendee numbers

• Finalise the proposition and test market reaction

3 The Financial Plan indicates that the sources of revenue are unpredictable

• IIA is likely to fold • Conduct detailed analysis based on IIA data

• Accelerate discussions with potential partners

4 The Board does not have an adequate mix of small/large company representatives and Irish/Global

organisations

• Does not reflect the targeted

member base and may diminish the

quality of product deliverables

• Early engagement with large/global organisations to

elicit their support and membership

5 There is an inability to identify an appropriate CEO candidate

• The board may be able to drive

progress in the short-term, but

ultimately a CEO is required

• Formal search process led by Board Sub-Committee

Risks & Mitigants

46

Conclusions & Next Steps

47

Conclusions

• The IIA is in it’s 20th year and has achieved many successes over the past 2 decades

• However, the organisation is now at a crossroads regarding membership numbers and financial/staffing resources

• There is an urgency to mobilise quickly as Members/Partners are likely to be shifting their focus to competitors

Recommended Next Steps:

• Develop and launch a compelling tiered proposition for existing, expired and new members, (incorporating a

product portfolio with 5 specific focus areas, including MyEcomKit)

• Finalise the Strategic Plan and determine the goals and measures to track progress

• Develop a 3 year financial model and confirm funding sources

• Present the Strategic Plan to existing/potential partners and seek their support

• Once the financial model is confirmed, start the recruitment process for new IIA team

Appendix 1Detailed Survey Results

48

Q1: Which of the following best describes the principal industry of your organisation?

49

Answered: 146 Skipped: 0

Q2: In what year was your company founded?

50


4.79%

4.11%

5.48%

8.90%

6.16%

6.16%

3.42%

8.22%

8.90%

4.11%

39.04%

0 0.05 0.1 0.15 0.2 0.25 0.3 0.35 0.4 0.45

2015-2016

2013-2014

2011-2012

2009-2010

2007-2008

2005-2006

2003-2004

2001-2002

1999-2000

1997-2001

BEFORE1996

%NoofCompanies

2015-2016 2013-2014 2011-2012 2009-2010 2007-2008 2005-2006

2003-2004 2001-2002 1999-2000 1997-2001 Before 1996

Q3: What is the size of your company (in terms of employees)?

51


Q4: In what county are you based?

52


Q5: How long have you been a member of the Irish Internet Association?

53


Q6: Overall, how satisfied or dissatisfied are you with the IIA?

54


Q7: How well do the IIA services meet your needs?

55


Q8: In the past, which of the following IIA services have you used and what is your overall satisfaction for each? (Please select all that apply)

56


Q9: How would you rate the value for money of the overall IIA membership offering?

57


Q10: How likely is it that you would recommend the IIA to a friend or colleague?

58


Q11: Relative to other representative bodies, how does the quality of the IIA membership offering compare?

59


Q12: If 2017 membership were available today, how likely are you to join?

60


Q13: Which of the following options do you recommend for the IIA?

61


Q14: In your view, which are the top 3 priorities the IIA should focus on in order to provide value to your organisation?

62


Q15:

63


Nodata– openendedquestion

Q16: Which of the following do you recommend as the future membership mix for the IIA?

64

Answered: 101 Skipped:45

Q17: Do you believe that the existing IIA brand and logo should be retained?

65


Q18:

66



Q19:

67



Appendix 2Member Bodies Review

68

69

Irish Computer Society Association Snapshot

Mission&Vision:• ThemissionoftheIrishComputerSocietyistoadvance,

promoteandrepresenttheinterestsofICTprofessionalsinIreland.

PricingLargeEnterprise€2,500

MediumEnterprise€1,500SmallEnterprise€750

Charteredindividual€190Affiliate/Fellowindividual€135Professionalindividual€115

StudentFree

PrimaryProducts&Services:• TechWeek- Ireland’snationwidefestivaloftechnology• 40+freeICSeveninglectures• CPDCoursesandbusinesscertificates• Awards2016- F1inschools,ECDLFoundationBestPracticeAwards• WorkingGroups- NationalCoalitionforIreland

Membership#s34Corporatelisted

TargetMemberSegments• IndividualandCorporateITprofessionals• Needaqualificationtojoin

OtherRelevantInfo:• Established1967• Board– ColmGartlan(Greencore),TimHayesCIO,KevinCooney(Xilinx),DavidFox(BordnaMona),PatClarke(Omnipay),BrendanHealy (IrishLife

Group),LiamMolloy(ESB),GerryQuinn(CentralBank),JohnBarron,AshlingCunningham(Ervia),KevinBreen,RichardCorbridge(HealthServiceExecutive),EleanorO’Neill(Symantec)

• Partners– MindLeaders,BusinessAnalystsAssocofIre,AssocofDataProtectionOfficers,HealthInformaticsSocietyofIre,IASAIreland,ITSMF,VisuallyImpairedComputerSocietyofIreland,CouncilOfEuropeanProfInformaticsSocieties,InternationalFedForInformationProcessing

• Staff– N/A• BasedinPembrokeRoad,Dublin

eCommerce Association of Ireland Snapshot

70

Mission&Vision:• Purposeofsettingstandards,theeC.A.Iencouragesgood

practice,providesinformation,andpromotestheuseofeCommerceinIreland

• ThemissionistopromoteeCommerceastheprimarytransactionchoiceforallcommerce.Whethershoppingforphysicalproducts,digitalproductsandservices,orbusinesstobusinesstransactions.

Pricing<5employees€120pa5-25employees€320pa

26-100employees€800pa101-250employees€1,500pa>350employees€3,500pa

PrimaryProducts&Services:• Monthlyguestspeakerandnetworkingevent

Membership #sN/A

TargetMemberSegments• Peoplethatsellonline,aretryingtosellonlineorare

consideringtryingtosellonline• Businesses,organisationsandindividualsinvolvedwith

ecommerceeitherinIrelandorinternationally.

OtherRelevantInfo:• Founded2015• eC.A.I.memberschoosetobeauditedonjoiningandonanannualbasistoupholdminimumrequirementsandgainaccreditation• eC.A.I.areaffiliatedwithEMOTA,theEuropeannetworkofeCommerceAssociations,seekingacommongoal.EMOTAareapolicydriven

groupbasedinBrussels• Sponsors– NationalCollegeofIreland,Propelad,Trustpilot• Staffing– N/A• NonProfit• BasedinDamastownIndustrialPark,Dublin15

Internet Service Providers Association of Ireland Ltd Snapshot

71

Mission&Vision:• ToprovideonevoicefortheIrishISPIndustryatNational,

InternationalandEUlevel• Toprovideafocalpointfordiscussionwithpoliticalgroupsand

otherslikelytoimpacttheIndustry.

PricingPlatinumMembership- €15K(Revenue>€7M)

GoldMembership- €7K(Revenue<€7M)SilverMembership- €3.5K(Revenue<€3.5M)BronzeMembership- €1.7K(Revenue<€1.5M)AssocMembership- €650(Revenue<€750K)AssocMembership- €300(Revenue<€250K)

PrimaryProducts&Services:• Hotline.ieawarded theINHOPEQualityAssuranceCertificate• WorkingGroupontheIllegalandHarmfulUseoftheInternet withAnGarda,

ChildProtectionServicesandinternationalPolice• Expertadviceandsupport

Membership#s57

TargetMemberSegments• OrganisationswhichprovideInternetaccess,e-mailorhosting

services• NewlyestablishedorStart-UpandMicroProviderOrganisations

OtherRelevantInfo:• EstablishedApril1997• Dualfundingmodelintermsofgrantsandmemberfees• Fundshotline.ie(anonymousplatformtothepublictoreportMembers– Meteor,3,Eir,Google,Yahoo• MemberofEuroISPA• Board- PaulDurrant,CEO,PaulCunnanneChair(CEOWestnet),PatrickGalvinViceChair(Eir),JillJohnston(Hutchison3G),ConorMoran(CEOand

Founder,IrishDomains),AidanCarty(HEAnetLtd).• Nonprofit• BasedinSandyfordOfficePark,Dublin

Small Firms Association Snapshot

72

Mission&Vision:• Vision:Irelandbeingthemostvibrantsmallbusinesscommunity

intheworld- supportingentrepreneurship,valuingsmallbusinessesandrewardingrisktakers.

• Mission:tobethetrustedpartnerofsmallbusinessesinIreland,todeliverbusiness-focusedadviceandinsightstomembercompanies,influencegovernmentpolicytothebenefitofsmallbusinessesandconnectitsmembersinathrivingcommunity.

Pricing1-20Employees- €70721-30Employees€77531-40Employees€89841-50Employees€1,020

PrimaryProducts&Services:• 14eventsin2016• Awards– N/A• Papersonallbusinessmatters– needlogontoviewfullpaper• WorkingGroups– N/A

Membership#s8,000

TargetMemberSegments• Organisations,companiesandindividualsoperatinginallsectors

oftheeconomyintheRepublicofIreland,withlessthan50employees

OtherRelevantInfo:• NationalCouncil– SueO’Neill(Shellcove),AJNoonan(RhonellenGroup),AdeolaOgunsina(On-siteRefuelling),AndreaLinehan(Grid

Finance),BrendanNewsome(WireRopes),CarolAnnCasey(CACompliance),DaveByrne(Dualtron),DesCummins(CumminsGroup),FrederickaSheppard(VoltedgeManagement),GeraldineLavin(3rdiITandBusinessServicesLtd),GeraldineMagnier(IdiroAnalytics),GrahamByrne(CardinalCapital),SeanWalsh(PopularLinensTradingCo.)

• PartofIBEC• Partners– Volkswagen,3,EnterpriseIreland,DHL,AIB,BordBia,IdentifiablyIreland,SEAI,Energia,Skillnets,IndependentMedia• 12full-timestaff• BasedinBaggotStreet,Dublin

Interactive Direct Marketing Association Snapshot

73

Mission&Vision:• LeadingthewayinbestPracticeforDataDrivenCommunication

PricingCorporate- €650pa

AssociateMembership- €350pa<2yearsinoperation

SME<4employees- €350paCharities- €350pa

PrimaryProducts&Services:• Arrayof8industry-relevantevents,seminarsandcoursesin

2016• WhitePapers• KnowledgeLab,ComplianceHub,Regulatory&Compliance

Assistance

Membership#s41

TargetMemberSegments• Companiesinvolvedintheuseofdatadrivencommunication

OtherRelevantInfo:• Established1988• Board- HughJones(Sytorus),BillMoss(BillMossPartnership),LorcanLynch(DataExcel)• Partners- DirectMarketingAssociationUK,TheGlobalMarketingAlliance,FederationofEuropeanDirectandInteractiveMarketing,

InternationalFederationofDirectMarketingAssociations,DublinChamberofCommerce• Nostaffatpresent• NonProfit• BasedinClonee,CoMeath

Irish Small and Medium Enterprises Association Snapshot

74

Mission&Vision:• TorepresentthebestofwhatisbestintheSMEsector.• Toanticipateanddecisivelyarticulatetheneedsofthesector.• Tobevigilant,decisive,anddirectindefendingtheinterestsofallsmalland

mediumbusinesses.• Tobebeholdentonointerests,otherthanthemembers.• Toensurethatwhatisurgentdoesnotdetractfromwhatisimportanttothe

members.• Tohelpmembersbettermanagetheirbusinessthroughtheprovisionof

accurate,timelyandpertinentinformation.

PricingVariesbynoofemployees

1-10€42521-30€635100€1,107150€1,490250€2,130

PrimaryProducts&Services:• Events,TrainingCourses,Advice&Support24hourHelpline,• AwardsN/A• WhitePapers– N/A• Lobbiesonbehalfofmembers

Membership#s10,200

TargetMemberSegments• Ownersofsmall&mediumbusinessinIreland

OtherRelevantInfo:• NationalCouncil- JamesCoghlan(ntSportsActivitiesLtd),CiaranMurtagh(ShayMurtaghPrecast),RobertBerney(P.C.HoldingsLtd),HelenJohnston

(AmrayMedical),DesBriody(ShannonInsulations),JohnBarry(ManagementSupportServices),JoeBehan(BehanDisputeResolution),DermotByrne(DermotByrne&AssocTaxConsultants),ConorCallinan,(ThePrintedImage),EoinFitzpatrick(FitzpatrickWholesale),BrianHalligan(BrianHalliganInsurance),DanielHickey(AllinAllIngredients),Eamonn (MoneyPlus),JohnMartin(C.B.Forms),FionaNolan(NorthsideEnterpriseCentre),SiobhanO’Connor(Codex),EilisQuinlan(EilisJ.Quinlan&Co)

• 11staff• Nonprofit• BasedinKildareStreet,Dublin

Fintech & Payments Association Snapshot

75

Mission&Vision:• TheFPAIrepresentsfintechandpaymentsbusinessinIrelandto

developtheregulatory,commercialandcommunityecosysteminwhichtheyoperate

• Clearfocusbasedongovernmentstrategicpriorities

PricingIndividual- Free

<10employees€250pa<50employees€500>50employees€2,500

FinancialInstitutions,InvestorsorProfessionalServices€2,500

PrimaryProducts&Services:• OrganisesMember,InternalandPartnerevents• IndustryAchievementoftheYearAward– ColmLyon,Chairman• WhitePapers• FintechandPaymentsWorkingGroup

Membership#sN/A

TargetMemberSegments• IrishandInternationalFinancialtechnology andpayments

businessesandindividuals

OtherRelevantInfo:• Established2015• Dualfundingmodelintermsofgovernmentsupportandmembershipsubscriptions• DirectorsPaulKerley.Chairman,MorganLynch(Senddr),AnnaScally(KPMG),ColmRafferty(MaplesandCalder),RuthMcCarthy(Fexco),

BrianMcCabe(StateStreet),MarkBonham(Airbnb)• Partners– EnterpriseIreland,NDRC,IDA,Banking&PaymentsFederation,DublinCommissionerforStartups,FinancialServicesInnovation

Centre,FinancialServicesIreland• 1part-timestaffmember• Nonprofit• BasedinCraneStreet,Dublin

The Sales Institute

76

Mission&Vision:• TheNetworkforProgressiveSalesDirectors

PricingBusiness€1,980Corporate€3,675Enterprise€5,250Global€7,500

PrimaryProducts&Services:• Priceincludestrainingcredit• NetworkingeventsandSeminars– 3permonth• Training– 1-2permonth

Membership#s3,000

TargetMemberSegments• SalesDirectorsfrombluechipprogressivecompanies

OtherRelevantInfo:• Established1995• NationalCouncil– ConorMorris,VeronicaRahenberg(Fujitsu),JohnO’Driscoll(BTIreland),BrianMagennis(Britvic),PatriciaHyland(Laya),Pat Watt

(KBC),CliveRyan(Facebook),JohnMcCormack(Microsoft),DanielParker(RSA),JockJordan(One4All),JoeWalsh(GrosvenorServices),PeterGallogly(Dixons),RonanWhelan(Siro),LorraineButler(CPM),NiallCoogan(Aryzta),RobertKennedy(Aviva),RonanMorris(WebTogether),MarkAherne(LucozadeRibenaSuntory),NiallKenna(MarsIre),DavidFitzgerald(AIBMerchantServices),StephenCarberry(IrishLife)

• BrandPartners- AmarachResearch,BordGaisEnergy,ESRI,One4All,DataIreland,CPM,Aviva,Talysis,AA,RSA,SalesPlacement,AXA,KALPRO,Topaz,MillerHeimenGroup,SalesSense,Harvest,CPL,KiddInsurance,EvrosandTogetherDigital

• 5Staff• LimitedCompany• BasedinFitzwilliamStreet,Dublin

Documents

IIA Strategic Review FINAL · 2017-03-01 · Strategic Review Approach: 4 Analyse Design Plan Detailed analysis of both the “As-Is” and the external marketplace, culminating in