Turning Point for Tile Roofing Institute
Case Summary
Location: Chicago, IL
Services: marketing, branding, communications, Web site development.
Critical needs: strong, dependable headquarters operation to increase awareness and recognition in the concrete and tile industry.
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Background
In 2003, the Roof Tile Institute (RTI), a non-profit trade association dedicated to the advancement of the tile roofing industry, came to Bostrom on the cusp of making some major changes to their organization. Since its beginning in 1971, RTI was made up primarily of tile manufacturers and was established as a credible technical resource to the industry. RTI needed to review its structure, assets and strategies to determine how best to advance its mission.
Bostrom's Solution for Success
Bostrom led RTI through a strategic planning and branding process couple with market research to build a path of goals and objectives for the Institute's future. To open up the Institute to the industry it was decided a new brand identity and membership structure needed to occur. RTI became the Tile Roofing Institute (TRI) and opened up its membership to contractors, suppliers, distributors, builders, architects, designers and trade associations for the first time in its history. The marketing initiatives were then structured to build the programs, communications and awareness to support these new member levels. Bostrom and the committees of the Institute built a marketing plan based on the strategic planning session and executed on an integrated communications system, membership development campaigns, conference enhancement and growth, and targeted programming to members.
"The Tile Roofing Institute had a strong technical effort but needed to enhance its strategic planning, governance, and marketing," says Mike Penny, president of the Tile Roofing Institute. "Based on Bostrom's experience with Trade Associations we are extremely pleased with the expertise and direction they've built for TRI's future."
After eighteen months of plan implementation membership grew 500%, bi-annual meetings increased 50% in attendance, and non-dues revenue grew 25%. The success of TRI's program was the Institute's willingness to go through the research and strategic planning process to assure their future initiatives would advance their mission and present the face they want brought forward to the industry - and it paid off.