In organizing a trade show and hosting competing organizations to take part in the free marketplace supply fair I have created, I have discovered the fragile balance of inclusive and exclusive opportunity. I remain impartial to several related industry organizations that vie for members. A growing group can choose to open or close doors. I do this as well. For example, I only offer a price report to fans who paid for a newsletter subscription; yet I offer free information to the entire industry that is nearly as beneficial, with tid bits I hope they’ll crave more of and subscribe. There must be some balance, and a fair option to gain entry into the community.
As my supporters become agitators, I must consider: Did I give them a reason to try my product or service? Are they giving our newsletter readers a reason to try their products? Are they even in the game? Or too insecure to play? Some prefer to position their organization as elite, for members only and put forth a great barrier to entry. Others charge a fair price, commensurate with what a successful business is willing to pay. It all comes down to membership with benefits. Your organization’s growth equals its perceived value.
When our subscription rates (likewise, membership levels to a professional association) are up, is it simply economics? There must be a perceived value during the good times and down turns.
Do you put the the needs of others above your own? If you need cash flow, but they need credit, where is the happy medium? (I run my business model as if I am not a bank! A small extension with a limit on future service until accounts are in good standing works well.) However, if the needs of others seems to require more education or flexibility to deliver good service, which may be inconvenient for me to deliver, but possible, then I’ll put their needs first to create a good value.
Is self-preservation the ultimate mantra? A free advice forum may be a good value, but if you give away too much, why join? Again, a balance of sharing a little is better than a closed door that says, “Everything I do is proprietary. Go away! Or pay!”
Without new blood, relationships in a closed group can become stagnant. If your closed group is essential to you, are you setting up a fear factor to create change? Do you welcome fresh ideas?
If you have the power to exclude competition, will you operate in a safe bubble or become irrelevant?
When a competitor comes into your territory, is your service only based on price or are you providing a solution? That solution builds customer loyalty. That’s why some of my readers also read other competing industry publications. I don’t bash the competition. It’s healthy and proves there is enough business for everyone with subtle or glaring niches.
If you are willing to share, might you gain a new friendship?I’ve never regretted talking with a competitor, whether it is another freelance writer or marketing professional vying for the same clients. We all need similar suppliers, and that’s where you can share or draw the line.
Do you feel good to include, reach out, and help newcomers feel a part of your group?
Will it be interesting to hear new details to old stories or dispel a myth?
Or is it best to card people at the door, and face one less idiosyncrasy you have to explain to interested newbies. –(Orientation of new to the sport XYZ moms who don’t know “how we do things” here; Or, taking a risk on an intern you have to train rather than do it yourself. ) –You can have the attitude of “Wow, this is annoying!” Or. “Wow, this is going to be fantastic and worth getting to know better.
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