Michael Adelizzi 2016-09-09 03:06:38
A STRATEGICALLY FOCUSED FUTURE DISTRIBUTORS ARE LIVING in an age of disruption unlike anything that has ever been experienced before, according to Dirk Beveridge, founder of UnleashWD and author of the book Innovate! How Successful Distributors Lead Change in Disruptive Times. Those companies that will prosper long term will need to think critically about how to improve their company and the businesses that support them. As an industry organization seeking to keep our members relevant and viable into the future, ASA’s leadership is forever scanning the horizon to see what’s in store and then seek to support our members to best meet future challenges. ASA volunteer leadership and staff are innovating how we can best position the association to be an integral part of a member’s business. A large component of our long-range strategic planning process is to attack the status quo, which makes companies stagnant and staff complacent....to challenge distributors to think well outside the norm by changing their culture and business practices. Ideas that have been percolating in ASA’s strategic meetings for years are now moving to the forefront of new programming to strengthen our member’s position as industry leaders. Facing a looming labor shortage, an unresponsive government, economic uncertainty, collapsing energy markets and new challenges from disruptive competitors are all changing how members do business and are issues on the minds of the ASA leadership. Earlier this year at the ASA Winter Leadership Meeting, the association revised the ASA Long Range Strategic Plan to refocus our leaders, divisions and committees and build the goals of the association to address these concerns. The newly revamped mega goals of the American Supply Association are divided into four targeted areas which are: ■ Building our members’ operational excellence ■ Recruiting, developing and retaining of our members’ employees ■ Being the recognized and unified voice for advocacy for our industry ■ Being stewards of our workplace, community, industry and environment This focused vision is guiding ASA decisions on new and improved programs and benefits for our members to best position them to succeed both in the short- and long-term. Today, ASA is a proven leader of the PHCP/PVF industry, mobilizing members to be a driving force on Capitol Hill, at the forefront with codes and standards, employers of choice with top-notch education and staff development plans, prepared for the business markets with accurate forecasting and key business intelligence, and constantly improving with innovation sharing. As more and more companies within the industry become engaged with ASA, the association’s value and effects become stronger and stronger. “I believe that ASA got here because of the visionary volunteer leadership and staff that sought to be relevant by ensuring the future of their companies and the industry by disrupting the status quo that had bogged them down a decade ago,” Beveridge says. “I have had the privilege to work closely with ASA and many of its members. What’s exciting to see is that they aren’t complacent. They aren’t satisfied with the way it’s always been done. They continue to drive culture change to advance the ability of their membership to remain relevant in the age of disruption.” ASA KEY ACCOMPLISHMENTS AND NEW INITIATIVES IMPACTING STRATEGIC DIRECTION ■ Dedicated Representation: Established full-time Washington office with an ASA staff member representing the interests of the industry. ■ Louder Voice: Expanded one-on-one meetings with lawmakers with WIT & AD Hill visits. ■ Sacramento Day: Engaged industry leaders in advocacy effort in California critical to impacting future code and regulatory issues. ■ Key Oversight: Engaged in full-time involvement in the codes and standards process to advocate on our members’ and industry’s interests. ■ Diversity: Formed Women in Industry Division with an annual conference, educational webinar programs and mentoring program. ■ Informed Customer: Produced PB Outlook & PVF Outlook, a monthly e-newsletter sent to more than 60,000 industry customers. ■ Member Advocate: ASA is an organizational sponsor of Design Build Week sponsored by NAHB and NKBA and participates with a trade show booth at the KBIS & Builders Show. ■ Supply Chain Education: ASAEF programs are approved courses for designers continuing education through the NKBA CEU provider program. ■Craft T rain in g & Recruitment: ASA is a sponsor for the national SkillsUSA plumbing contest sponsored by PHCC. ■Career Recruitment: Developed programs and materials to expose students and job seekers to the career opportunities that exist in the PHCP & PVF industry. ■ ASA University & Advisory Service: Dramatically expanded the ability of ASA to reach and train our members’ employees efficiently and cost effectively through ASA-U. ■ Master of Distribution Management: Developing industry leaders of today and tomorrow. ■ Economic Fo re c astin g & Monthly Updates: Provide members with an advanced look at what economic forces will be impacting the industry in the year ahead, along with monthly updates. ■ Professional P e e r Networking Councils: Networking within all levels of an organization to learn from others’ successes, failures and advice. ■ Social Media: Expanded exposure through various social media outlets to market and inform. 2016 Member Satisfaction Survey: ASA Advances On Target by Michael Adelizzi, Executive Vice President and Warren McKenna, WMDG What maters to our member sand the industry is what matter smost to ASA. Two years ago, ASA reached out to members and conducted a first-ever Member Satisfaction Survey. Our staff and leaders wanted to know how we’re doing. We focused on two key questions: one, what do members value? And secondly, what do members use and how often do they p a rticipate in our programs? The answers were revealing. By taking a membercentered approach, we were able to listen to members’ needs and look through a data-driven lens to focus our strategic p lan and value delivery. This June we followed up with our second m ember survey. Here’s a recap that benchmarks our progress. ASA’s four pillars are in tact and continue to build relevance and value form embers better than ever. ASA University, the NETWORK annual conference, Business Intelligence and Advocacy all continue to improve both in value and m ember usage. A fifth pillar has emerged, but I’ll save that for the end of this article. Hold back from reading ahead! ASA University (ASA-U) rebranding efforts have propelled ASA-U to #1 value position garnering 84% of members’ value and an 18% improvement over 2014 benchmark. Six of 10 members use ASA University. Don’t be one of the four who doesn’t. Advisory Service shot forward in a big way (47% value) by providing members customized training programs, and makes starting a training program a t your company easy. ASA-U’s Master of Distribution Management (MDM) added a fast-track curriculum to help management trainees and supervisors earn the MDM credential in 6-9 months and ra n up a 46% value score. Workforce Development makes traction based on the ASA National Labor Study conducted in 2015 and 37% value this as critical to both company and industry growth. Awareness continues to advance ASA-U. Build your competitive edge by recruiting, developing and retaining the best trained in the industry. ASA’s annual NETWORK event shot up to #2 position behind ASA-U, and we know why. The education and networking are second to none. 78% members value NETWORK with a 15% improvement over 2014. It’s where the industry meets. 2016’s event tagline “The Industry In Focus” means to deliver. Scheduled to take place in New York City Sept. 28-30, NETWORK2016 hasn’t been to New York City in 30 years. Whereelse can you network and connect to build industry relationships among your peers in one venue? Looking forward to seeing you at the Waldorf- Astoria, register today! ASA Business In telligencecontinues to provide huge value to those who participate, capturing 78% member value. OPR, Commodity Report, Materials Market Digest and ASA Advisory show a 7% improvement from 2014. Seven out of 10 members report easily knowing how to find and download Business Intelligence reports. Members are looking for trend information, market data and benchmarking among peers. Use this forecasting data to make better business decisions for your company. Consider submitting data to OPR and benchmarking your company’s success. ASA’s Advocacy continues to advance the voice of the industry . 73% members value ASA’s Advocacy, representing a n 11% improvement over 2014. Membership value shows a 13% improvement due to full-time staff in D.C. 65% of member-companies supported the concept and consequently ASA hired a Codes & Stan d ard s engineer (welcome Hugo Aguilar !) To understand building codes and theireffects on manufacturing and wholesale-distribution. ASA’s members need to be h e ard on regulatory issues that significantly affect the in du try ’s ability to handle national and local standards. Political Action Committee (PAC) is valued by nearly Six of every 10 members and more than half of ASA members value the Washington Weekly e-newsletter. Have you opened one of these emails lately? No doubt this election cycle will have a big impact on your business. Stay in the know with ASA Advocacy and PAC. Ah, yes the 5th pillar—I did n’t forget. It’s you. Our Young Executives a re valued by 70% of members, a 23% improvement from 2014. Plumbing division 69% value and 19% improvement. Women In Industry 63% valued by members (and this is not a typo) 62% improvement from 2014. Wow! Industria l Piping Division holds steady a t 39% value. We launched the I AM ASA campaign and continue to build our member outreach from principal/owner and junior management on up. Our emails to you, daily and/or weekly — 83% report it’s just the right amount of email. So we’ll keep sending them and continue refining content to inform and Advance Your Ability. It’s an honor to serve you. Our strategic p lan of delivering four mega goals is better focused with the 2016 Member Satisfaction Survey data at our fingertips to provide you: 1) Operational Excellence, 2) Employee Recruitment and Education, 3) Advocacy and 4) In d u stry Stewardship. Thank-you to the 18% of ASA’s entire membership who took the survey (and those that did not). Together, we’re building the PHCP and industria l PVF industry. ASA is back! See you in New York. INNOVATION CORNER SEPTEMBER 2016 It’s Time To Lift and Shift The disruptive challenges confronting wholesale distributors won’t be solved and the transformative opportunities in front of distributors won’t be seized by simply talking to, studying and hang in g out only with other wholesaler-distributors. As Dirk Beveridge, umeashwo Steve Jobs once said: “It comes down to try in g to exposeyourse lf to the best that humans have done. And then try to bring those things in to what you are doing.” If we a re honest with ourselves, we in wholesale-distribution have no t been doing what Jobs advises. Distributorshang with other distributors. Plumbing distributorshang with other plumbing distributors. Large distributors hang with other largedistributors. And truth be told, we have recycled many of the same best practices for years. Don’t get me wrong. We need to continue to tap this industry-specific in sight because we need it to help us manage for today. But we need a wider variety of in sight to succeed for tomorrow. Want to create a culture of innovation with in your business? Then committo exposing your team to critical thought from unconventional resources. Want to create a culture of innovation with in your business? Then committo exposing your team to critical thought from unconventional resources. YOU CAN DO THIS Be open to lift what others have done and shift those in to our in dustry and your business. Innovative distributors who are preparing for the future will augment the needed industry-specific hang outs with other non-traditional opportunities. We need to, as Steve Jobs said, expose ourselves to the best that humans have done— and that comes from avariety of sources. Our UnleashWD Innovation Summit on Oct.19-20 in Chicago is where distribution leaders gather to learn from 15 brilliant leaders, in novators and disruptersall from outside of distribution to Lift and Shift new innovation strategies to create your bold and relevant future. Learn more at www.unleashwd.com . The Starting Line: Job Descriptions Amber Auge, Education Coordinator, ASA Education Foundation ONE OF THE EASIEST things a company can do to advance talent management within the organization is to update its job descriptions; especially if it’s been awhile. Making sure that job descriptions are current helps accurately communicate the expectations of each role. If it’s been some time since the job descriptions have been reviewed, think of all the changes in product, competition, technology, operations and customer requirements since then. Handing a new employee a description of their role as it was 10 years ago is not giving them a sense of reality. You’d never think of giving a driver a map of the area that is 10 years old or deploying a safety program that covers regulations that are outdated. Most employees appreciate knowing what is expected of them on the job. When there is clarity, there is comfort and security. The impact of having current job descriptions increases the credibility of many other areas. Training is one of them. A current job description will help identify the right training content for a role. Up-todate job descriptions also help employees and managers point to future positions within the organization that may be a fit. Additionally, managers can establish goals and hold employees accountable to performance standards that are articulated in current job descriptions. ASA-U has up-to-date sample job descriptions for nearly every role in an organization. Member companies can download, modify and publish them as their own. To access, go to www.asa.net/ Education/Additional-Resources/Job- Description.
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