strategic plan 2012–2015

Strategic plan2012–2015

confidentialJULY 2012Chamber of Commerce & Industry Queenslandwww.cciq.com.au

the road ahead 01

What We Stand for 03

our miSSion 04

our viSion 04

2012–2015 Strategic prioritieS 05Strategic priority 1 - advocacy 06Strategic priority 2 - membership 07Strategic priority 3 - marketing 08Strategic priority 4 - financial 09Strategic priority 5 - technology 10Strategic priority 6 - people 11

the commitmentS 2012–2013 12

www.cciq.com.au

CCIQ Strategic plan 2012–2015 Confidential 1

JULY 2012 The road ahead

This financiaL Year marks a new beginning for cciQ

We are beginning the year riding a wave of great success. Our dedicated, targeted lobbying

before the March 2012 state election saw the new state government commit to improving

business conditions for all SMEs in Queensland. We are now challenging the government

to ensure it delivers those policies for our members and the wider Queensland business

community during the next year.

We are known for the active role we play across all three tiers of government. In the year ahead, we will continue to push for change in the areas that affect every business: taxation, electricity prices, infrastructure, workplace relations laws, workplace health and safety, equitable access to finance, interest rates, superannuation, workers’ compensation and environmental regulations. We will keep championing the need to reduce business costs and red tape.

In such a time of rapid change for Queensland businesses – and when not every business is enjoying the benefits of the resources boom – it’s impossible to predict what will happen next week, let alone next year. But our commitment to supporting small to medium-sized business will never change.

As business confidence and market conditions continue to create challenging times, we will position ourselves as a vocal supporter and essential business partner of our membership. By representing business when we deal with government and by providing resources to our members to help them grow, we will continue to eliminate barriers so we can power Queensland’s business potential.

To this end, our future strategies should reflect both the opportunities and challenges presented by the structural and cultural changes within our economy. So our 2012–15 Strategic Plan is a dramatic shift in focus from previous years that returns our focus to the core value proposition of advocacy and support for our members.

CCIQ Strategic plan 2012–2015 Confidential2

The following three-year plan documents in detail our core strategies across all our disciplines and identifies the key actions and objectives we will take in the next 12 months to ensure we make significant and measureable steps towards those goals. A new brand and a simplified, clearly communicated value proposition are the first steps on our new journey.

Membership growth and retention ultimately underpin this strategy and we will be achieving this through a greater collaborative approach with our regional chambers as well as creating a new customer-focused culture within our organisation. A consistent brand and greater strength in numbers will add considerable weight to our already successful advocacy and research services.

We will continue to develop intimate relationships with Queensland business to ensure we represent our members’ interests at all levels of government and deliver the optimum conditions for doing business in Queensland.

With our continued investment in our people and technology, we will ultimately create an environment that has an eye on future opportunities.

Naturally, delivering our annual budget by achieving all of our agreed benchmarks is a prerequisite. But we cannot dismiss the quantum step change required by our team to deliver this fundamental shift in strategy and focus in the next 12 months. To that end, I am delighted to be surrounded by a team of committed and passionate professionals who have each been intimately involved in creating our strategy and will play a valuable role in its achievement.

This is an exciting time for CCIQ and Queensland as we embark on a new phase of our evolution. I look forward to reporting regularly on our progress, as well as working closer with you to ensure we power the business potential of our members, both now and in the future.

Stephen A TaitChief Executive Officer


whaT we sTand forQueensland was built on the back of small business. Over the years, local entrepreneurs have used their enterprising spirit and never-say-die attitude to not only grow but thrive. From a global game developer started in a single room to fashion designers and plumbers, there’s a unique determination within Queensland business.

It’s this attitude that we foster and encourage to ensure small and medium-sized businesses continue to drive our state’s growth.

However, the constantly changing economic environment, along with recent changes in local and state governments, has created uncertainty among Queensland’s business community. Who knows what will happen next week, let alone next year?

Through all of this, CCIQ’s commitment to supporting small to medium-sized business hasn’t changed. And it never will.

By representing business when we deal with government and by providing the resources to help businesses grow, we are all about removing barriers to unleash the yet-to-be-realised possibilities that lie within Queensland business.

We are powering business potential.


oUr mission oUr vision

We continually strive to achieve the best possible business environment for our members through advocacy at state and federal levels.

We are the essential business partner for our members because we provide the services and products that power their potential to be successful in their chosen field.

• To be the peak representational body for business in Queensland

• To be a vibrant, relevant and engaged membership movement for business throughout regional Queensland

• To become the essential partner for Queensland business

• To become a data-centric organisation that creates and sustains its future value from the unique relationship and insights it has with the SME business community


2012–2015 sTraTegic prioriTies1. advocacy

By creating and delivering a comprehensive policy agenda, we will maintain and grow our relevance and effectiveness with our membership and the new state government while actively debating national business issues.

2. memberShip & allianceS

We will dramatically grow and retain our members through two important strategies: a revised value proposition, and implementing a sales and service structure focused on proactively engaging Queensland business and our regional chamber network.

3. marketing

We will reposition and rebrand CCIQ as a vibrant and essential partner for Queensland business, building an intimate understanding of their future needs. Our improved service, support and technology will actively engage our Regional Chamber Network.

4. financial

As a profitable organisation, our continued investment in our Advocacy services will grow our relevance, effectiveness and engagement with our members. Deeper insights into our membership will allow us to expand our services and products.

5. technology

Relevant and timely data capture will allow us to better engage and understand members, which, in turn, will allow us to monetise these insights and build a new, sustainable and profitable business model.

6. people

We will employ, develop and reward passionate team members, providing a safe and fulfilling work environment that ensures they enjoy a positive, professional experience – personally, with their colleagues and with stakeholders.


1.1 Cement our position as the peak industry body for Queensland business through proactive representation and engagement to address and effect positive business outcomes for our membership.

1.2 Ensure we continue to grow and promote the relevance of our Advocacy service to all stakeholders by adopting a proactive and planned approach to communicating, promoting and educating about our activity and effectiveness.

1.3 Develop a closer relationship with our stakeholders by encouraging greater participation with our local chambers, regional policy councils and the Australian Chamber of Commerce and Industry, as well as investing in research that addresses regional-specific business concerns.

1.4 Develop a commercial culture that delivers a positive financial contribution without compromising our integrity by identifying and creating tailored policy and research-driven products and services.

1.Advocacy 2.Membership 3.Marketing 4.Financial 5.Technology 6.People

By creating and delivering a comprehensive policy agenda, we will maintain and grow our relevance and effectiveness with our membership and the new state government while actively debating national business issues.

sTraTegic prioriTY 1 advocacY


2.1 Adopt a more effective and accountable membership-focused culture by creating and implementing an annual commercial plan to identify key growth segments and opportunities while ensuring clear sales processes and behaviours are adopted.

2.2 Simplify and clearly articulate our core value proposition to existing and new members by introducing compelling membership offers and improving the relevance of our rate card.

2.3 Dramatically grow and retain our membership by appointing a commercially-focused Regional Membership and Alliance team that is accountable for direct acquisition and retention as well as actively engaging our regional chambers.

2.4 Improve our relationship with regional chambers by providing products and services that will raise awareness of our value and the benefits of our membership offering in local markets.

1.Advocacy 2. Membership 3.Marketing 4.Financial 5.Technology 6.People

We will dramatically grow and retain our members through two important strategies: a revised value proposition, and implementing a sales and service structure focused on proactively engaging Queensland business and our regional chamber network.

sTraTegic prioriTY 2 membership & aLLiances


3.1 Improve our relevance and awareness by creating and executing an annual strategic marketing plan that engages all stakeholders in its development and ultimate execution.

3.2 Reposition CCIQ as a vibrant and vital organisation by refreshing our brand across all elements of the organisation and aggressively promoting and reinforcing it with all stakeholders.

3.3 Introduce a compelling regional chamber value proposition that will see a consistent brand and position adopted across Queensland and will, in turn, encourage chambers to support us as an essential membership movement.

3.4 Adopt a customer-centric approach through rigorous, disciplined data capture and robust analysis, allowing us to create targeted and relevant marketing as well as develop future commercial opportunities.


sTraTegic prioriTY 3 markeTing

We will reposition and rebrand CCIQ as a vibrant and essential partner for Queensland business, building an intimate understanding of their future needs. Our improved service, support and technology will actively engage our Regional Chamber Network.


4.1 Ensure our sustainable profitability by introducing additional revenue streams that leverage our membership insights, compelling research capabilities and our current asset base.

4.2 Adopt robust cost controls and management accountability by implementing disciplined processes and improved technology to give us better planning ability.

4.3 Improve our commercial focus by restructuring our team to be more customer-facing while investing in reward schemes that encourage a culture of over-achievement, attract talented staff and reduce staff turnover.

4.4 Improve our awareness, effectiveness and value to our members and potential commercial partners by consistently investing in marketing activity that will generate a significant return on investment.


sTraTegic prioriTY 4 financiaL

As a profitable organisation, our continued investment in our Advocacy services will grow our relevance, effectiveness and engagement with our members. Deeper insights into our membership will allow us to expand our services and products.


Relevant and timely data capture will allow us to better engage and understand members, which, in turn, will allow us to monetise these insights and build a new, sustainable and profitable business model.

5.1 Adopt a ‘data critical’ approach to all levels of interaction with our members by ensuring our systems, processes and culture deliver a comprehensive, timely and accurate view of our customers.

5.2 Create the ideal customer experience by continually reviewing our system requirements and ensuring our technology platforms integrate seamlessly and efficiently.

5.3 Accelerate our ability to deliver improved membership experiences and commercial objectives by forming strategic alliances with leading-edge technology providers.

5.4 Achieve a deeper insight and engagement with affiliated members by encouraging regional chambers to adopt a common technology platform.


sTraTegic prioriTY 5 TechnoLogY


6.1 Improve our employer of choice profile by investing in a defined and consistent program that develops the skills of our teams.

6.2 Improve how we retain key staff and our intellectual property by implementing a culture of proactive management disciplines and controls.

6.3 Maintain a committed approach to the safety of our team by ensuring our staff enthusiastically comply and actively participate in our workplace health and safety standards and activities.

6.4 Support a flexible approach to our teams’ quality of life by encouraging a balance of participation in social causes, healthy activity, personal responsibilities and work commitments.


We will employ, develop and reward passionate team members, providing a safe and fulfilling work environment that ensures they enjoy a positive, professional experience – personally, with their colleagues and with stakeholders.

sTraTegic prioriTY 6 peopLe


2012–2013 The commiTmenTsBy June 30, 2013 we will have:

• refocused on our core disciplines

• cemented our position as the peak industry body for Queensland business

• championed the effectiveness of our Advocacy services

• simplified and improved our value proposition

• implemented a customer-focused structure

• significantly increased our membership

• repositioned and rebranded CCIQ

• actively engaged our regional chambers

• achieved profitability after considerable investment

• implemented new technology and systems

• retained and attracted the best talent available in their fields.

CCIQ Membership and Alliances Hotline: 1300 731 988Employer Assistance Line: 1300 135 822Workers’ Compensation Advice Line: 1300 364 165Training Hotline: 1300 572 439

Chamber of Commerce & Industry QueenslandIndustry House, 375 Wickham TerraceBrisbane, Qld, 4000T 1300 731 988

www.cciq.com.au

strategic plan 2012–2015

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