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How to Add Value � by Timothy Schneider, Publisher, Association News
How to Add Value � by Timothy Schneider, Publisher, Association News

In order to truly add value, you first must have a clear idea of what�s required in a particular situation. Whether it�s a job description or a business proposal, documenting in writing the basics establishes the playbook from which those concerned can receive guidance. It is important to realize, however, that written requirements may or may not capture all of the expectations of the person preparing the playbook. That�s because the written requirements tend to detail what�s hoped for as the end result, not how the end results are achieved. The �how� usually involves behavior and work styles that may or may not fall within the range of expectations of the person requesting the action.

Assuming, however, that both what�s required and what�s expected can be delivered, then and only then can you hope to add value. Indeed, truly adding value only occurs when you�re able to go beyond meeting the basic requirements and expectations in a particular situation. In the case of an employer/employee relationship, for example, only when the employee is handling the requirements of the job contained in the written job description and is behaving in ways that meet or exceed the expectations of the employer is the employee in a position to add value. At that point, taking on a project or a responsibility that is not a part of the job description constitutes added value for the employer.

In a supplier/client relationship, simply delivering what was ordered and doing so in a timely manner is usually enough to satisfy both the requirements and the expectations. Adding value means doing something more�perhaps upgrading the product delivered or shortening the time it takes to deliver it. Following up to make sure the customer is satisfied when it�s neither required nor expected can certainly be a form of added value.

In an association setting, adding value means delivering not only the membership benefits promised and routinely satisfying your members� expectations but also finding ways to exceed their expectations. Since different categories of members have varying needs and expectations, it is imperative that association managers devise ways of adding value specific to membership type. In the field of association management, added value is very rarely a case of �one size fits all.�

The good news when it comes to adding value is that while doing it successfully requires careful advance consideration, delivering the added value itself is often exceedingly simple. At an association, for example, it can be as easy as scheduling time each week for the chief executive to phone several key members just to stay in touch. For those members, that one additional, personalized contact from the association may be just enough added value to keep them loyal to the organization for years to come.

This August 2011 issue of Association News can be viewed in digital format by clicking here.

Timothy Schneider is the 2010-11 chair of the Destination & Travel Foundation and the publisher of Association News and SportsTravel magazines, which serve group travel planners responsible for generating 106 million hotel room nights annually. Schneider Publishing also organizes the TEAMS Conference & Expo, the world�s largest gathering of sports-event organizers, which will be held October 3-6 in Las Vegas. For further information on advertising or sponsorship opportunities, please call toll-free 877-577-3700 or 310-577-3700 if calling from outside the United States.
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Media Contact:
Timothy Schneider
310-577-3700
Schneider Publishing Company, Inc.
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