AMSRS Strategic Plan

2010 - 2013

www.amsrs.com.au

www.amsrs.com.au

Vision
Our Vision: To set and uphold best practice for practitioners in market and social research.

Mission
Statement of Purpose: To promote, develop and protect the market and social research profession for Australia by providing standards, ongoing education, member services and by informing the wider community.

www.amsrs.com.au

Strategic Objectives
> To set and maintain high professional
and ethical standards

> To continually enhance the professional

skills of members

> To promote the value and benefits

of market and social research by communicating with the government, clients, tertiary institutions and the public

> To provide and demonstrate positive

leadership to members and others on all matters of concern to the profession

> To build the membership by securing

the participation of all members of the profession

> Encourage and recognise excellence

and achievement in market and social research

> To develop an efficient organisation

structure and administration to ensure that the most effective use is made of time and funds contributed by members

Values
Core Values: Ethics, Quality, Thought Leadership, Relevance, Service Orientation and Accountability.
3

www.amsrs.com.au

Our Value to Stakeholders

Stakeholder
Our Members:

Our Value to the Stakeholder

We will connect members and create an environment that enables the delivery of high quality, best practice market and social research We value our employees

Our Employees: Our Volunteers:

We value our volunteers and will provide support for them to facilitate the goals of the organisation We will be thought leaders in our Asia Pacific region, driving development and debate about contemporary market and social research We will demonstrate the benefit of both participating in and the use of market and social research We will respect and value their contribution and participation

Our Industry:

The General Public:

The Regulators:

We will advocate for the profession and demonstrate our ability to self-regulate

Association of Market & Social Research Organisations (AMSRO):

We will work collaboratively towards achieving each organisations strategic goals, for mutual benefit We will speak as one voice with AMSRO to the media and regulators We will actively encourage the involvement of academia in the profession, to mutual benefit We will be recognised by the media as the pre-eminent body for research in Australia, speaking as one voice with AMSRO We will work collaboratively and cooperatively to benefit our members
4

Academia:

The Media:

Alliance Partners:

www.amsrs.com.au

Critical Success Factors

Critical Success Factor
1. Embraced strategic plan

Definition
Clear goals, well communicated, agreed upon, with board commitment Effective board, effective management with clear roles and responsibilities The right people with enough resource and strong financial management

2. Strong corporate governance

3. Member engagement

Giving them the right services, making sure they understand and clearly see the value Recognition beyond our membership

4. Strong profile 5. Innovative culture

To stimulate thought leadership, staying abreast of future trends, proactive Provide opportunities for an exchange of information and knowledge about new developments and industry best practice; and to network with other professionals Sound enabling function (delivered by the right quality people), best practice, embraced and understood standards We deliver desirable services that are valued and accessible AMSRO and other bodies, including international associations

6. Leader in professional development

7. High standards

8. Accessibility

9. Strong strategic alliances

www.amsrs.com.au

Critical Success Factors

CSF
1. Embraced strategic plan

What is Success by 30 June 2011?

Board commits to follow Australian Institute of Company Directors (AICD) best practice for decision-making Board endorsed strategic plan (2 year minimum) Agreed strategy to communicate to members

What is Success by 30 June 2013?

Agreed protocol for regular monitoring of performance against the plan and review as needed Have a strategic plan that is reviewed and updated at least every 2 years Publish the strategic plan in full to members every voting year

2.

Strong corporate governance

Review and endorse board meeting protocols Skills audit for an effective board Review AMSRS constitution and board structure Every new board member completes appropriate director training in first meeting (board induction training)

A board self evaluation is in place to review the boards performance Succession plan for office and National Council We have the right board constitution in place to achieve our goals

3.

Member growth and engagement

Develop a member survey that will identify gaps in member engagement Have endorsed metrics in place that are measured There is an agreed process for tracking information on lapsed members There is an agreed plan on how to increase members

Commitment to review and act on survey findings An increase in very satisfied members from 28% to 40%* 60%* of members are very likely to recommend AMSRS to other relevant people Growing membership Increase in new members over 3-5 years with 10% as our target Reduction by 50% in incidence of eligible lapsed members

Metrics are established via survey every 2 years Services framework in place based on direct member feedback (via active member feedback forum)
6

*Denoted as rating of 8-10/10

www.amsrs.com.au

Critical Success Factors continued...

CSF
4. Strong profile

What is Success by 30 June 2011?

Marketing strategy developed to raise profile of AMSRS Communication messages on importance of AMSRS values to excellent client outcomes

What is Success by 30 June 2013?

Reported increase in client preference for practitioners who are AMSRS members Reported increase in client preference for projects overseen by Qualified Practising Market Researchers (QPMR)

5.

Focus on innovation

Council endorsed framework to nurture and stimulate innovation though: National Conference Research Effectiveness Awards Professional development program Summer School & Winter School programs Futures forum

Be recognised by 50%* of stakeholders (through survey) as a facilitator of innovative thought in market and social research

6.

Leader in professional development

Improve the standard of market and social research by assisting in the development of research-related skills for both clients and practitioners though professional training courses and information sessions that are generally of short duration (2 days or less).

Increase the proportion of members and stakeholders who undertake professional development to 60% Have in place a process to update courses regularly Be recognised as a key source of professional development by 60%* of stakeholders

*Denoted as rating of 8-10/10

www.amsrs.com.au

Critical Success Factors continued...

CSF
7. High standards

What is Success by 30 June 2011?

Documentation of agreed minimum standards for QMPR (post input from Client Networking group (CNG) and Client Advisory Board (CAB)) Introduce QPMR exam for new applicants AMSRS Code of Professional Behaviour training and advice is available for all members Professional Standards Officers trained in each state division to handle member and ethical enquires A process is established to regularly review AMSRS codes and guidelines

What is Success by 30 June 2013?

Success will be seen as: The majority of professional buyers requesting project leaders to be QPMRs in their brief. Industry employers support project leader employees to undertake and maintain QPMR Full members value QPMR and 50%* are satisfied with it QPMR online exam in place Documented process for achieving QPMR (supported by PDP and tertiary relationship) Plan to review and update QPMR syllabus and accreditation requirements Be recognised by 80%* of stakeholders as upholding strong ethical and quality standards

8.

Accessibility

All members have access to professional development and member services Investigate the use of an online community to connect members Access to journal database for QPMRs Leverage database to maximise members accessibility to info Non-members have access to our ethical standards

Take up and participation of services (based on number of attendees) with 60% of members attending a function or professional development in one year Provide members at least 4 opportunities per year to participate in something in their state A vibrant online community

9.

Strong strategic alliances

Develop criteria for desired alliance partners Framework to identify potential alliance partners in place Alliance partners offer AMSRS members their member rates for key conference and professional development activities e.g. AMI, ESOMAR, Asia Pacific Research Committee partners - CMRA, KORA, JMRA, MRSS and TMRS
*Denoted as rating of 8-10/10

Proactive, collaborative relationships with alliance partners

www.amsrs.com.au

Appendix One - Summary of Core Values

Value
Ethics Quality

What we mean by this

Integrity, honesty, transparency Commitment to best practice Outcome for the client, that they value

Thought Leadership Service Oriented

Staying abreast of trends, contemporary thoughts Providing value to our membership, to users, to all our stakeholders Establishing a sense of community Professional development Delivering on actions

Accountability Relevance

We deliver what we say were going to deliver Be available to our clients, practitioners and academia Accessible, strong footprint (we must have reach) A clear definition of what decide to be our offering

www.amsrs.com.au

Appendix Two - SWOT Analysis Part I (Strengths and Weaknesses)*

Source: Participant Surveys and Planning Session

Strengths
Volunteers (positive and optimistic) Value of what we do (research to improve decision
making) broad)

Weaknesses
Volunteers (often act too much like volunteers) Embraced strategic focus/vision and strategic
framework

Member group (large, diverse, intelligent, talented, Strong financial position and excellent fiscal history Split between AMSRO and AMSRS
(only if we achieve greater clarity and defensible positioning) success of society

Conflicts of interest profession vs. profitability vs.

self-interest

Recruitment and retention of high quality people Lack of profile of the profession of market
research (market research is not recognised as a profession) associated with equitable member benefits AMSRO and AMSRS)

Good will/effort/energy in contributing to Strong self-regulation (standards, codes, privacy) Quality publications, supports and guidance tools Commitment to building expertise and attracting new
starters

Geographical spread of membership and costs Confusion outside industry as to split between Low engagement of many members Redundant state-based constitution Corporate governance, clarity of role of
National Council and management

Capacity to see the big issues and get involved as the

need is perceived

Building relationships with relevant players in the

field - locally and internationally adherence to privacy legislation the office

Passive resistance to change No real leader to take the society forward Limited celebration of successes Lack of agreement as to PDP minimum standard
or highest?

Global recognition for quality standards, publications, and Very strong administrative base, Elissa and the team at Expertise of National Council Professional standards, although not fully communicated Established body highly recognised within the industry

Uneven contribution from Board members Reluctance to adopt/pioneer new technologies/

systems

Ineffective decision making Conservative and risk averse culture leading to

ineffective decision making
* Identified as major strengths and weaknesses

10

www.amsrs.com.au

Appendix Three Industry Trends Identifying Opportunities and Threats

Source: Participant Surveys and Planning Session

Trend
Growth in online/digital methods
of communication e.g. social networking

Impact
Low cost means of data collection Be at the forefront of using technology to provide member services e.g. web portal, webinars, online event registration etc Technology and web companies becoming key competitors Increase membership in Asia-Pacific countries Falling response rates as overloaded respondents lose interest in participating Opportunity to develop real time, shorter, more frequent research methods Define the market and increase the perceived and actual value of the profession Scientific method is not sexy Be thought leaders e.g. develop cutting edge PDP courses Business interests hold sway over professional interests Need to connect with global organisations Lead the way with legislative and procedural requirements Threat to viability of industry limiting ability to undertake research Lessened engagement and representation Need to differentiate and define the nature of market and social research as distinct from other industries Maximise accreditation and PDP courses to focus on quality and efficiency outputs New competitors potentially providing bad advice to detriment of profession (credibility damage) Need for excellent research/services to stand out Clients perception they can do their own research Provide the best value membership (member benefits and participation in industry) Pressure on costs in providing membership services Threat in becoming less relevant to members or not evolving quickly enough Build strategic partnerships to add value e.g. AMSRO, ESOMAR, consulting businesses, whats worked elsewhere? Blurring of lines between research and collaboration/networking = lower standards Need to market the upside of market and social research Inability to get true representation in respondents Differentiate ourselves through demonstrating the value of membership thought leadership

O/T/W
O O T O T O O T O T O O T T O O T O T O T T O T O T O

Overload of requests for participation

in research

Poor image of market research by

both the community and businesses

Complexities of business decisions

and globalisation

Changing privacy legislation and Ageing population

public expectations regarding privacy

Emergence of blurred industries

undertaking research services e.g. consultants

Prevalence of information Increasing demands/expectations of

members (e.g. Gen Y) pressure to justify value of membership

Increase in collaborative and

cooperative partnerships

Increasing regulation/legislation and

government involvement research

Users driving down costs of market

11

www.amsrs.com.au

Appendix Four - Swot Analysis Part II (Opportunities and Threats)

Source: Participant Surveys and Planning Session

Opportunities
Low cost means of data collection Be at the forefront of using technology to provide

Threats
Technology and web companies becoming key
competitors

member services e.g. web portal, webinars, online event registration etc

Falling response rates as overloaded respondents

lose interest in participating

Increase membership in Asia-Pacific countries Opportunity to develop real time, shorter, more frequent
research methods

Scientific method is not sexy Business interests hold sway over professional
interests

Define the market and increase the perceived and actual

value of the profession courses

Threat to viability of industry limiting ability to

undertake research and representation

Be thought leaders e.g. develop cutting edge PDP Need to connect with global organisations Lead the way with legislative and procedural
requirements

Ageing population leading to lessened engagement New competitors potentially providing bad advice to
detriment of profession (credibility damage)

Clients perception they can do their own research Pressure on costs in providing membership services Threat in becoming less relevant to members or not
evolving quickly enough

Need to differentiate and define the nature of market and

social research as distinct from other industries quality and efficiency outputs

Maximise accreditation and PDP courses to focus on Need for excellent research/services to stand out Provide the best value membership (member benefits
and participation in industry)

Blurring of lines between research and collaboration/

networking = lower standards

Inability to get true representation in respondents

Build strategic partnerships to add value e.g. AMSRO,

ESOMAR, consulting businesses, whats worked elsewhere?

Need to market the upside of market and social research Differentiate ourselves through demonstrating the value
of membership thought leadership

12