My business model for the PWNA

[Don Phelps]

Originally Posted by PressurePros

Don, if that is your opinion I ask you how much you would be willing to personally put into this endeavor? I'm gonna guess that your answer today would be ZERO. My answer is the same. Why? There's a 95% chance our money would be a **** away. I don't think we are talking about some paltry some of $50,000 getting this thing up and running. For a national org to follow the former business model, the buy in probably starts at a half million.

I'm not thinking of a "national org" at all, really. More of a grass roots localized approach that will eventually insure some stability and positive insight and direction rather than a few old ghosts from past failures trying to steer something down a path that sounds and looks way too familiar. As noted before, trying to build something from the top down is an absolute waste of time, money and energy.

Some of these people keep saying "He doesn't know what he's talking about because he was never a member of ****." All I can really say to that is some kids have to get burned to learn not to play with matches, while a few others have enough common sense to watch, listen and learn from it without sticking their fingers in the proverbial fire.

There seems to be a very narrow-minded and short-sighted movement going on with some. If this is how they operate their own companies, I would love to see their business plans, etc. (if they even have one).

The view never improves by following the herd all the time.

So, to answer your question......No, I wouldn't drop a dime on a national org at this time. If they can't manage $195 or $350 or whatever the current "donation" is, why should anyone believe they could manage any real dough?

[PressurePros]

Rod~, I agree with many of your points. I think you are dancing around the only small chance this thing has of succeeding. We differ on the approach, but I think you are acknowleging the reality of what is going to be needed.

The problem with these discussions are the egocentric points that take up way too much time. The past is the past. Does it matter whom started what when the end result was a failed endeavor? Its a bit of a dubious honor to lay claim to something that did not succeeed. Yes? This is exactly what happens when corporations keep the old guard in place. Everyone stands up and says what they did right and points the finger of blame. Well, if so and so did this or if blah blah was still running things..If a company's management could not get a profitable business plan implemented in ten years, its time to start clean. Things are what they are and they are as they stand today. I'm sure there were some very capable, very dedicated people that have held positions throughout the years. Guess what? They have all moved on for their own good reasons. Beth, you are a good case in point. I know you dedicated yourself 100%. The problem you faced was a poor business model. Why is no one willing to accept that?

I mention again, the talent needed to get this thing resurrected to move forward with the old way of doing things would have to be the people that already run multi million dollar successful organizations. Whats that? Ten guys in our whole industry? Does the PWNA have access to them? Are those guys willing to throw money and inordinate amounts of time into starting things anew the right way? Does it not make more sense to look at a completely different approach?

The model I proposed. I didn't invent it. I'm not a visionary. It is already a successful model for a hundred different national orgs in varying industries. Start small with a local vendor that is trusted by its potential membership. Rememeber, we are talking about small business owners here. Most contractors are not corporate savvy sharks that want to play political games. We buy and participate in transaction with those we trust. I think most of us also have the basic understanding that it is okay to profit. Where we all may turn a suspicious eye is towards helping a national distributor/manufacturer with whom we have no access, manipulating the goals of our industry organization. This is where Rod and I deviate.

The biggest obstacle is the money. Money for the talent. Money for the magnitude of the former endeavor. I'm not sure of the dream world but there is no middle ground. If Restore-A-Deck were a powerful company that could hand over a half million plus, guess what? I am going to be pulling strings. I am going to run the org with my agenda. I'd be an idiot not to dictate that as I would expect to see an ROI on my investment. I'm not going to trust a bunch of people without my agenda to do the right thing for me. Reality check. This is ANY major contributor. If this thing is started small, and locally, then the only money needed for the national org initially is for a well written business plan and guidelines for these local chapters to follow. Something like that could be outsourced to someone with a proven track record of running successful orgs. What are we talking about? Ten grand? That's a helluva lot more realistic and feasible than trying to raise hundreds of thousands.

[PressurePros]

Don, you just actually summed up in a couple of paragraphs my exact sentiments.. and probably those of many that read these exchanges and just shake their head.

[Beth n Rod]

Originally Posted by PressurePros

Where we all may turn a suspicious eye is towards helping a national distributor/manufacturer with whom we have no access, manipulating the goals of our industry organization. This is where Rod and I deviate.

I don't think that would be the case as long as the membership is part of the process unlike in previous management where the membership was kept in the dark and that is why it failed. I think we are still on the same page here but that was a good point for clarification.
We have seen firsthand examples of how things did not work and no matter how loud people spoke up, the message fell on deaf ears as you illustrated above as "manipulating the goals" without regard to the impact it had on the membership.
A lot of good lessons can be learned from mistakes and it is how we move forward that will determine the future success of anyones endeavor to revive or install an org. Believe me, people are watching and not just those here in BBS land.

Rod!~

[Beth n Rod]

Originally Posted by PressurePros

Beth, you are a good case in point. I know you dedicated yourself 100%. The problem you faced was a poor business model. Why is no one willing to accept that?

Ken,

It would be assumptive on your part to say this. You were not on the BOD or in the BOD meetings. I was. I can say with certainty (ask other former BOD members if you like) that the failings in recent years were due to particular people in leadership roles, who were in the minority in number on the BOD but who controlled the power. (no names please) The power was derived from secretive practices. The organization is proceeding forward based upon TRANSPARENCY at this time. The transparency is what will save it.

Beth

[PressurePros]

Beth, my opinion is based on a simple truth. The PWNA was not successful. It's in ruins and I think its demise dates back to pre EA. Please give me credit for being smart enough to realize that the recent events were but the final nails in the coffin. Again, I mean no disrespect to former people involved in the endeavor. I thought I made that clear in my previous post. There were many good business people following a poor overall business plan. Its no one's fault. Its not the founder's fault. Its not any president's fault. I mention it merely to say it may be time to revisit the way things have been done.

Let's Evidence the Success of the PWNA

Membership at its peak was how many members? 10 companies per state on average?

My first unpleasant dealing with the PWNA was because they sent no renewal notices. My membership expires and here I am left looking like an azz because I am talking about a PWNA issue and I am not even a current member. Was it my responsibility to mark on my calendar when to send the renewal fees? Thats not secret squirrel or clandestine meetings, that reeks more of disorganization. Then, after my membership lapsed I received PWNA packets and mailers for two more years. Go figure.
• The phone line at the PWNA got shut off. Maybe the phone company forgot to send them their renewal notice?
• The PWNA website domain expired and was rerouted to a different website.
• Poor financials and profit generation
• Lackluster membership totals (throughout the entire life of the org)
• Poor web presence. To this day the site ranks #49 on a Google search for "pressure washing" and the site itself looks designed by a high school freshman.
• Planned conventions where people make plane reservations, then the PWNA cancels them without letting anyone know?
• 15 years later and the public still has no idea who the PWNA is or what it represents.
Are these evidence of success?

I know this reads like an indictment and is going to upset many of the former regime. Please, its not meant that way. I don't know any of you and welcome the opportunity to speak one on one with anyone that has ben ever involved with the PWNA. I'll make this the very last time I comment. Dissenters are never a popular bunch. The only reason I am even opening my mouth on this topic is because I do want to be part of a bigger organization (as a member). An organized, well funded org can help lighten the marketing burden on us individual contractors. It can give us a voice in dealing with larger issues like drought restrictions or natural disaster cleanup.
I ask for the same things from an org that my customers ask of me.
Show me the benefits. What do I get for my money?

Beth, what do you mean by "transparency"? How does your definition of the term relate to the future success of an org?

[Beth n Rod]

Hi Ken,
Transparency means they need to be open and up front about their dealings. I do not disagree with what you are saying at all (I do agree), the past for them was what it was. BUT....the members never saw:

financial
minutes of meetings
BOD votes and decisions
by-laws (unless requested - it was not automatic with membership)
BOD members were secretive about meetings

To me a transparent organization is open, honest and up front. It's a non profit org. There should be no hiding ANY of the above in fact it should all be open for review by anyone. Why? Well, if they are open and up front then I believe the members and potential members will be more likely to join and to renew. Communication needs to be frequent and information forthcoming. I believe that no matter how good a business plan they have, if they are not transparent, the won't survive. Of course surviving is going to be a challenge anyway.

Beth

[Beth n Rod]

The bullet points you mention Ken are not pre EA. Those are all the things that started happening once they changed management companies and moved the records. He was very much in control of things at that point.
None the less, we are getting into a debate on the past and not progressing forward. Hindsight is 20/20 and we can keep that in mind but I for one am participating based on positive input and feedback so that the efforts help to produce a viable path for direction.
I know that some discrepancies need to be rectified and in so doing this paints a clearer picture for all to reference.

Now, the success of the pwna was at it's height in 2004 with close to 500 members and there was good communication still being given the members (maybe not all but for the most part from the bbs feedback at that time. Conventions were still happening and had about 30% of the membership in attendance.
Ohio and Tennessee were the only others held and the numbers in attendance were significantly less which I attribute to the lack of communication, the closing of the bbs to members only and the resulting backlash by the people who went to other bbs and made their voices heard to others considering joining.
Now, the success or failure can be further debated but we now know that due to communication breakdown and lack of promotion, the org was headed for trouble. Many forecast that it would not last long. Then there was the conflict of interest issues brought out and that further decreased the trust and confidence of both prospective and current members.
The model was changed by alterations in the bylaws that enabled a few to make decisions without the consent of the main board and most importantly, the membership at large. This is where the first hole in the hull went from a pinhole to a rupture.

I would say that the public outside of pw'ing customers has little knowledge of the pwna due to it's members lack of promotion.
That brings me to another point in the failure. The members were not shown how to promote the org other than stick a logo on things. The customer saw a logo and without any elaboration on the part of the member sporting it, it had no meaning, no value, no distinction. We promoted the heck out of it and membership in maryland grew along with the certifications. This is fact as Beth was on the board at the time and saw the numbers. The roundtables were getting bigger and customers started asking contractors if they belonged or were certified by the pwna.
As you can see, we can't just blame the org. for the failure but at the same time, with all the negative things going on, who in their right mind would promote it. It was a catch 22.
Fidelity and transparency, those are key. Keeping true to the mission statement and the membership is the only way to get support from them to promote it to the customers. When the voice gets bigger, people listen.
When people listen, you have success...I'll take the little victories as they come.

Rod!~

[FCPWLLC]

Even Transparency won't help if what we are LOOKING at is a bad practices or information being promoted due to an agenda to sell a product, service or training that is sold, provided or developed without the input of the end users. Contractors should have the control of an ORG that is meant to benefit Contractors. Vendors/distributors have thier place in the financing of an ORG..... The ORG can sell advertising opportunities to these folks. Let the vendors/distributors market to the ORG's members. This way there is no CONTROL or promises to these companies. Allow the members to freely decide what is best for them.

If a vendor/distributor has control, then there is potential for mis-information and/or bad practices being set as fact or standard.

An ORG for and by contractors can be formed and then set into place "fundraising" strategies for the ORG. Look at Celestes Neworking events as an example. Host an event and then open the doors to vendors that would like to market thier services/products to the events attendees/members. Creating funds for the ORG without giving control to vendors/distr. If a vendor/distributor has subpar services/products, then members won't buy. They will have to up the standards just like the rest of us do with our own businesses. Having a controling position in the ORG will only allow for subpar services and products because there will be potential for decisions to be made to keep members from having options. As it is now, (Using PWNA as example) there is only one company to get certified through or to get training. That is Monopoly. That isn't a good environment for GREATNESS. If the training is not the best for the industry because it is developed by a distributor, then it has crippled an industry.

NO CONTROL for folks that have different goals or views than what the ORG's members are. The are already ORG's for the vendors/distributors to join and have common interests. Fact is though, a vendor/distributors interests are often different than a contractors goals/interests are.

Just an extreme example of how our interests would differ..... We would all agree that licensing would help keep some fly-by-nighters at a minimum. If an Orgs goal were to lobby or push for licensing to Professionally pressure wash, don't you think DeWalt would see this as fewer sales of it's machines at Home Depot and not want to see this happen? If DeWalt has control in the ORG, then there is a Vote or hinderence to the Contractors goals. Another example.... If the Contractors find a Less Labor intensive method (decreasing our largest cost of Labor) to accomplish a task that means using a less profitable product from a vendor, don't you think that a controlling vendor/distributor might want to "vote" against that method bein introduced into a training program?

These are just vague examples but very eye-opening as to the differences in interests by vendors versus contractors.

I'm tired now....

Don, I agree

Ken, I agree to an extent about the local vendors. My local vendors don't know ANYTHING about cleaning... Only techs on equipment or how to fix them. So the info/advice is always bad. Only contractors helping contractors is helping.

[Beth n Rod]

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Beth