Answers five critical questions
"To achieve what financial objective?" AMCA exists to make YOUR company more successful, however you might define success. Since we do not know or track your financial objectives, we established one of our own - to maintain reserves between 7 to 10 months of operational costs. This provides us with fiscal security, and a pool of funds to draw upon for investments that support our mission. AMCA International has no debt, and owns its US headquarters facility and laboratory.
Strategy answers the question, "Why do customers buy from me instead of the competition?" Great strategy answers this question based on "core competency," which is something a company does well which none of its competitors are likely to ever do. For AMCA, our laboratories and our lab-science know-how represent our core competency. No other industry association worldwide operates their own labs - we do. So, our strategy is to create value for our members by leveraging our network of labs around the world to "advance the health, growth and integrity of the industry."
1. Improve the Certified Ratings Program and process.
Certified ratings are the principal member use of our labs. We are wrapping this program in software to lower cost of participation, and make the certification process easy.
2. Drive/steer the high efficiency trend.
ASHRAE standards, model codes and pending regulations around the world are all being changed to drive member company products to support higher efficiency air systems. The European Commission defines minimum "fan-motor-drive" efficiency levels by fan type. China requires manufacturers to use third party testing to verify their efficiency class (1, 2 or 3). ASHRAE 90.1 and 189.1 establish minimum "Fan Efficiency Grades." Other markets are moving quickly to adopt similar requirements. AMCA has chosen to be out in front of these regulatory initiatives, to drive a better result for our environment, and our members.
3. Advance in Asia and Europe.
AMCA's global strategy calls for greater regional autonomy. AMCA
International maintains control over local mission, objectives and strategy, but budgets are established and tactics are chosen and managed locally in regional legal entities with their own boards of directors. Asia AMCA (94 members in May 2012) was established in 2011. The European Air Movement and Control Association (serving 39 members) was established in 2012. Not to be
overlooked, AMCA's North American operations (with 168 members) will now function as a region, focused on local needs. Other regions are in our future, but will have to wait while we nurture our new family members in Asia and Europe, and repurpose North American operations.
4. Train system designers and promote Certified Rating specifications.
Engineers who specify and purchase AMCA member products drive value to our members when they design professionally and specify certified ratings. System design practice is generally lacking worldwide, because engineers do not fully understand system effects, properly estimate system losses, or select supply fans based on total pressure. Products which are not AMCA certified or compliant are often accepted based on exaggerated ratings. AMCA needs to gear up its efforts to address these challenges.
5. Increase AMCA support for industrial markets.
AMCA was established and nurtured over its 95 year history by industrial fan companies, who now observe that the value they extract from AMCA has
diminished. Ideas are now being floated to change that. AMCA is nothing if not member driven, so the open question is, "What do industrial focused members wish AMCA to do?" Over the next three years, answers will emerge, and new programs can be expected.
The fifth question strategy must answer is, "Do we have the human energy and money to support this plan?" AMCA is not currently capable of tackling the last two tactics above with the zeal and financial backing needed to make them hugely successful. But we have added them to our tactic list for this three year period, as we continue to ask, "What would have to be true for us to tackle these initiatives?" We leave numbers 4 and 5 on the list, because they are important to our members, to AMCA's future, and to our commitment to our mission.