We realized that the challenges we shall have to face in the 21st will be very demanding and will need a new approach and vision. WACS must be ready to step comfortably into the next century.
| Introduction |
- What is our role?
- Who are we serving?
- What value do we give our members?
- What should we be doing?
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| Elements to be considered in this presentation... |
- History of WACS
- Resources of WACS
- Environmental and geographic
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| SWOT Analysis Strengths |
- We have a committed president and board of directors
- Universal spread of membership
- Years of tradition and history
- Non-political
- Basic communication channels
- Bi-ennial congress
- Unity between members
- Common skill and profession
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| Weakness |
- Financially insecure and demographically overstretched
- Language barriers
- Management structure not suitable
- Presidency changes every 4 years and change of venue for assets and records
- Lack a strategic plan for the future
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| Opportunities |
- Become financially secure
- Creating a professional management infrastructure
- Improve communication to all members
- Increase member benefits
- Improve image and profile of WACS
- Increase liaison with international bodies
- Create an action plan for future
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| Threats |
- Restricted by our inability to operate due to lack of finances
- Apathy among members due to lack of perceived membership benefits
- Offices overstretched due to pressure of workload
- Communication is inconsistent
- Lack of recognition of WACS within the industry
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| Objectives |
- Finance
- Communication
- Management structure
- Growth
- Image & public relations
- Innovation
- Have to be realistic, achievable, quantitative and qualitative.
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| Financial Objectives |
- All annual fees are collected
- Introduce Pro-rata fee structure
- Secure funds other than membership fees
- 2-year budget to be presented at congress
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| Communication Objectives |
- Consolidate WACS as spokesman of all chefs on a worldwide platform
- Ensure representation of the interest of our members internationally
- More regular communication
- Distribute useful materials
- Encourage personal contact between regional WACS directors
- Strengthen ability to provide information on culinary and technological affairs
- Communicate activities to general public
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| Management Structure Objectives |
- Appoint full-time secretary and open a permanent administration office
- Introduce a wide spread of manage structure
- Appoint a series of specialist sub-committees to ease workload
- Roster of ambassadors
- Scholarship exchange management portfolio
- Handbook
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| Growth Objectives |
- To consolidate all existing membership
- Identify potential new members, both national and corporate
- Distribute questionnaires in order to assess member's needs
- Build on strength of past achievements
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| Image and Public Relations Objectives |
- Maximize the good name and prestige of WACS o Improve public perception of chefs worldwide
- Publicize contribution that WACS makes on international levels
- Maximize marketing potential of WACS in intl. publications and trade shows
- Create a portfolio of regional public relations programmes
- Creative merchandising and promotion
- Create achievement awards
- Create a PR data bank at head office
- Seek joint projects with other industry-related bodies
- Enlist the support of key figures in the industry
- Maintain good relations with multinational companies in food and catering equipment
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| Membership |
- Playing a more meaningful role in biennial congresses
- Judging competitions
- Ensuring that relevant information is passed to member countries
- Introducing student exchange programme monitored and implemented on a regional
- WACS calendar of events
- Compile handbooks to give guidelines.
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| Innovation |
- Means: Doing new things, moving forward. Our size creates a responsibility to communication, help and cooperate.
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| Proposal of New WACS Managenment Structure |
- Must encourage and spirit de corps
- Authoritative and clear responsibility
- Unity of direction
- Centralization of authority
- Clear and equal divisions of work
- Strong sense of discipline commitment
- Encourage initiative
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| Pre-Requisite for Role of New Management Structure |
- Permanent office
- Full-time administrator
- All assents based and permanent office
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Continental Vice President :
Allocated special international portfolio by the board and assisted
by a regional director |
- Types of portfolios expected
- Membership benefits
- Public relations
- Education trusts and scholarships
- Sponsorship
- Competitions and conferences
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Administrative Director :
Fully paid portfolio, report to president and responsible for clerical,
financial and administrative workload. |
- Clear set of objectives: What is going to be done, when where how and how much it will cost.
- A management system must be implemented that facilitates the regulation and flow of essential information.
- Regional vice president's report: profile of individual countries
- culinary events
- Management changes
- payment of fees
- special events of gastronomic interest
- new developments in product
- educational
- features
- potential new members
- a summary of recommendation
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| Meeting |
- Full board meeting held once a year
- Continental vice-president meeting held regionally
- Full congress meeting every 2 years
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| Strategies for Management Structure |
- Employ an administrator
- Introduce management by objectives, encouraging a results oriented programme
- Generating substantial revenue:
- Encourage corporate membership
- Trade fair endorsement committee
- Membership fees
- Congress commission charged to host country
- Merchandising WACS item - 10 product items, books, knife sets, cookery books.
- Magazine endorsement fees
- WACS seal of approval
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| Strategies for Communication: |
- Regional newsletters in as many languages as possible
- Vice presidents to compile fact sheets and literature to clarify their role and objectives
- Full list of national presidents and key officers to encourage cross-communication
- 'Communicator of the year award'
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| Strategies for Growth |
- Demographic survey to identify new potential members
- Establishment of probation period for new members
- Directory of corporate members.
- Encourage ambassadors
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| Strategies for Image and Public Relations |
- Writing letters to members worldwide
- Invite key high profile figure to give lectures and attend congress
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| Strategy Membership services |
- Survey completed will provide a clear set of priorities proposed with benefits.
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