AIPC: "My name is Data; Lieutenant Commander Data"

The increased use of data is fundamentally changing the way we meet. For associations, AI offers new opportunities to increase the value offered to members in terms of networking, education and knowledge sharing. It can even enable the implementation of a new business model. Key success factors are to be clear on the challenge addressed and the quality of the data used.

Author: Sven Bossu, CEO, AIPC 

Associations worldwide are facing similar challenges. According to the 2024 Naylor report, the top 5 challenges are:

• Generating non-dues revenues
• Communicating member benefits effectively
• Engaging young professionals
• Understanding member needs
• Combating information overload/cutting through the clutter

Addressing any single one of these will require a profound understanding of your members’ needs. This will allow you to come up with an offer that addresses both the members’ needs and the challenges faced by your association. The question to answer is straightforward: What problem do we want to fix? Here, it is important to keep in mind that you cannot address all the problems – you will need to make a choice.

Doing so will require high-quality data. Unfortunately, Lieutenant Commander Data is a fictional character in Star Trek – so not of any practical use. So, once you define the problem you want to address, you will need to determine the data you need, map it with the data you have, and devise an action plan to address the data gap. Fortunately, there is really good technology available to do so at very reasonable prices.

The next step is to define the business model. Basically, there is a choice between a linear model and a platform model. A linear model is something all associations do: they develop products and services that are then monetised. A classic example would be an educational offering. A platform model is very different: this is about a business model (not a technology infrastructure) that focuses on helping facilitate interactions across many participants.

Only once all this is addressed and defined can you start thinking about the actual technology kit you will use.

Let me make all of the above a bit more tangible by giving an example. One of the key challenges a vast majority of the AIPC members face is attracting and retaining talent. We know this as a result of the research we do on a yearly basis with an external partner. We also know that our current linear model cannot address this problem.

Fortunately, we have a talent programme at AIPC (FutureShapers), and the participants came up with a possible solution: a platform which creates a bridge between convention centres and (upcoming) talent (you might call it a Tinder for convention centres). This is a typical example of a platform model whereby a high number of convention centres try to connect with professionals worldwide. While its purpose aligns with the mission of AIPC, it is a type of model we have never done before. However, we believe it addresses a real need and will bring value – not only to the AIPC community but potentially to a larger part of the event industry.

So now we are collecting and documenting the data requirements, as having clear standards will be crucial. Which data fields are required when posting an open position? How many characters? What tags allow for easy searching? The same is true for resumes posted, staff exchange programme options, etc. Getting this right will provide the foundation for an amazing gathering place.

Once this is done, we can move to the next step: collecting the data and making the flywheel turn. As always, we will start with a small group of members joining the movement, and if all goes well, this group will grow into a movement due to its success and visibility.

Discovering this new way of engaging with our community is both exciting and challenging and I am sure it is the way to go for many associations.