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Intellectual property Strategy Development for Industry Associations
Intellectual property Strategy Development for Industry Associations Strategy Development for Industry Associations |
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Creating strategy for an industry requires far greater engagement with stakeholder issues than is the case when addressing the same challenge for private enterprise. The challenges faced are often characterized by complex implications and the need for very different strategy development techniques. TMG Director of Consulting, Peter Boyce, responds to questions important to industry associations in representing their industry.
Q. Where should you focus your strategic planning effort? A. Industry strategy (not Industry Association Strategy)  The effectiveness of the Association will be judged by its ability to improve the fortunes of the industry. Whilst a particular meeting, function or press release might be judged by other criteria, ultimately, the Association will only continue and prosper if prosperity is also the fortune of the industry itself.The source of that prosperity is found at the intersection of power, purpose and principle. As the recognized industry association, you have the power to speak for and on behalf of an industry – and that is a powerful voice. If that power is exercised for a very clearly evident and consistent purpose, then the power has direction. If both the power and the purpose are consistently and clearly principled, then it is possible to sustain influence and deliver great results. Unquestionably, the Association will be drawn into the special interests of particular members or other stakeholder groups from time to time. Like any business, in order to succeed, the business must meet the needs of its stakeholders – both short and long term. Importantly however, in the absence of a clear strategy by which the industry itself can maintain a sustainable competitive advantage on a global scale, these ‘special interests’ are very likely to undermine the ability of the Association to serve the Industry and ultimately, lead to factions, marginalization and ultimately, industry failure. For an industry, a strategy that delivers a sustainable competitive advantage on a global scale can only be found at the intersection of power, purpose and principle. Q. Does the Industry Association need a clear strategy? A. Yes. But it can only formulate the strategy for the Association through reference to the strategy for the Industry.  For example, if an industry is pursuing differentiation but targeting a broad market, it will be casting a wide stakeholder net. If, however, that target market is more narrowly defined, the stakeholder base or stakeholder priority will be very different. If the adopted strategy is to achieve competitive advantage in a broad based market, then policy, funding and collaborative recommendations will be on a large scale. The Industry Association strategy will therefore need to deal with more stakeholders for the support and funding required to implement the Industry Strategy. Conversely, it the target market in which competitive advantage is sought is narrower, there will be both fewer competitors and probably, fewer stakeholders. In each case, the structure, conduct and performance of the Industry Association will be very different.Q. How should an Industry Association develop strategy for the Industry? A. The starting place is very similar to that of strategy development for any business.  A good place to start is with questions such as those posed here.Why is this industry important? In this country? At this time? To what groups of people? Is this sufficient to propel the future prosperity of the industry? If not, why not? What can this industry do for this country that makes it more valuable to the national interest than other industries? How can this be demonstrated in ways the influential stakeholders will find compelling? Who and where are the industry competitors and what are they doing (in different countries and if different sectors of the industry) to outperform us in the future? How do the market conditions differ between competitor industries and how do these differences impact competitive advantages (or disadvantages)? To what extent are industry competitors / suppliers replicated in each market? Is the replication necessary? Are there differences in market forces present in each market? Why and how does this impact industry structure and profitability? What role does the industry play in the economic and social life of each market and how does this compare politically with other industries – today and into the future? What competitive advantage does the industry have the ability to develop and sustain? What role would each different stakeholder group need to play to succeed and how feasible is it that they will play such a role? What is the compelling link between the success of this industry and the aspirations of the country in which the Association operates? How and where can this be communicated in a manner which garners powerful and sustained support? Of course, this list is not exhaustive. Indeed, there are other frameworks, such as the use of industry clusters, that inform strategy development. But the questions demonstrate the type of thinking involved in developing industry strategy. This line of questioning is focused at the intersection of power, purpose and principle. The questions are looking to identify the power the industry can exert. They are teasing out the industry’s most compelling purpose. They questions demand the industry act in the interests of the stakeholders. The higher the principles, the more compelling the purposes and the more consistent the exercise of power in communicating, the more effective the strategy is likely to be in advancing the industry. Q. What help is available for Industry Strategy Development? A. Usually, quite a lot.  From an information standpoint, most industries have a great deal of information published about them. Because much of this is done by governments, or by organizations funded by governments, it is in the public domain. Where an industry has prospects, government support for industry strategy development can be fairly readily available. Often, a good deal of expertise lies in academia as well as commerce, with both having reasons to want to have their input recognized.From a strategy development standpoint, it is likely the strategy will need to embrace:
Also, the link which follows contains a comprehensive list of government grants for example. Q. What can management consultants like TMG offer? A. Usually, quite a lot.  TMG offers management consulting in the form of:
TMG has worked in automotive; banking and finance; biotechnology; consulting and advisory services; fast moving consumer goods; information technology; manufacturing, retailing and textile, clothing and footwear. For information, call Director of Consulting @ TMG, Peter Boyce on 03 9010 9010 or send an email to 
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www.tmgconnect.com.au
Toll Free in Australia 1800-100-666
Melbourne 03 9010 9010
Fax: 03 9857 3733
Snail Mail: PO Box 698
Balwyn North - Victoria 3104
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