connect the clubs that ‘want’ to grow and connect them with you? The MOA charter clubs are not controlled directly by the MOA. Each Charter Club is independent and sovereign. I can’t say, ‘Hey, I got a guy over here, and he’s now in your club, because he’s local.’ Connecting the dots on this current structure is very difficult. Occasionally, we have new members that join the MOA and don’t want any of their personal data shared with anybody…we have to respect that. “I can connect you with a local club

today, but to be able to do that on a national scale with each new member within the first month that they join, that’s another layer of complexity altogether. We have other resources that are out there attempt- ing to do this, we have ambassadors, regional coordinators…right now, our challenge is to synergize these resources and to pull them together in a much stron- ger manner to maximize every opportunity we have structurally as an organization.”

Another member’s comment and question: “I appreciate this conversation, I am a member of a local charter club. As I talk to other members within my club, it’s evident to me that there is a disconnect between the historical relationship of charter clubs and the MOA. How do we go back full cir- cle and pull those charter club members within the local clubs (mine is about 50 percent MOA membership) and bring them into the national organization?”

BOB ALDRIDGE: “And that’s the struggle we were talking about at the town hall meeting. So, the first thing I would ask is, “How many members of your charter club are MOA members?’ Most of the time what we get from the charter club is, ‘We don’t know.’ This represents part of that piece we are looking at specifically to resource. If we recruit in the charter clubs, what is our opportunity there? We need more data from the clubs to identify that opportunity. The process can come from us as a national program; however, the strongest

recruitment comes one-on-one, and this has to happen at the local charter club level. “It can come full circle, but we have to

figure out a way to connect the MOA member that doesn’t have a local club and get them plugged in and engaged. We also have to identify those clubs that “want to grow.” We do have clubs that have no inter- est in growing their membership. We have to incentivize and resource those clubs that express interest membership.”

in growing their

IAN SCHMEISSER: (Shares an experience when he was the president of the Georgia Charter Club.) “The club had almost 100 percent MOA membership; maybe we were not the ordinary club, but the MOA at the time gave us a zip code data base of every member in Georgia, and that put us in contact with a lot of MOA members that were not members of the Georgia club, and we did an “e-marketing” campaign that more than doubled our Georgia club membership.”

BOB ALDRIDGE: “We still need to work on these membership models. Your example of an effective regional campaign may not be the best approach on a national multi- club level that would be fiscally prudent and effective for all charter clubs. What may work in one region of the country may not be so effective in other regions. W, we would have to look at the broad spectrum approach to service all charter clubs, as well as potentially allocating those resources in regions where specific tactics may be more successful.”

Members present join the conversation

and offer valuable feedback to Bob Aldridge and the board regarding the dynamics of the relationship between their charter club and the MOA.

Bob Aldridge moves the conversation from membership and presents the budget slide for discussion. Bob Aldridge goes into detail and explains each component of the

budget slide. Bob summarizes the budget briefing: “We’re not too bad in terms of our overall budget from where we set ourselves at this year’s beginning. For this five-month period of time we are showing a profitabil- ity of $29,000 but that includes the $40,000 dollars of interest in investment income; we can’t really count that in the hard num- bers, so we are really about $12,000 under where we would want to be for this time of year. We are making progress. “At this point in years past we may have

been $150,000 underwater and climbing. This is a much better performance from that standpoint, but we are hardly what I would call ‘solidly in the black.’ We are still depending too much on variable income, meaning, ‘How many people are coming to this rally?’ If this rally draws 5,000 we did good, if it draws 3,000, then we have a problem. Because of this we are also not able to put enough back into our invest- ment account to build it for that next cycle when something else happens in the world we can’t control, as it did in 2008-2009.”

Ian Schmeisser asks a question regarding the purpose of the investment account.

BOB ALDRIDGE: “The purpose of the

investment account is to cover the organi- zation’s long-term liability. That long-term liability is not just our lifetime members, that’s a very short piece of it. Our long- term liability includes five-year members, three-year members, and a portion of a one-year membership that has not been used yet.

IAN SCHMEISSER: “Is it just membership related?”

BOB ALDRIDGE: “We have no other liabil- ity, no notes, no line of credit, we don’t owen anybody anything. That long term liability is a booked liability for providing that membership to that person within that membership time frame.”

Bob gives several budgetary examples of October 2017 BMW OWNERS NEWS 103

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