Entertainment Merchants Association Strategic Plan
The Strategic Plan was approved by the Board of the Entertainment Merchants Association in July 2013; updated by staff in 2013.
EMA’s mission is to
- protect the rights of,
- promote the health and vitality of, and
- provide a forum for
those engaged in the sale, rental, and/or commercial delivery of video or video game content to consumers through physical media or over-the-top Internet-based delivery.
Goal #1: Achieve Financial Stability
1. Present a Break-Even Budget by 2016
a. Increase Dues Income by 10% in 2014.
b. Increase the number of EMA member companies.
i. Increase video game company participation.
ii. Maintain renewal rate above 85% (excluding IVR segment).
iii. Continue “cost recovery” dues increases annually.
c. Reduce occupancy costs.
2. Increase Net Income from Events by 10% in 2014.
a. Increase revenue from LAES each year through growth and more direct engagement.
b. Increase sponsorship revenue from EMA events:
i. Sell “bundled” sponsorships, including “showcasing” sponsors.
ii. Broaden the prospective field for mining sponsors.
c. Increase sponsor income from IPM.
d. Increase sponsorship income from Salons, and charge non-members to attend.
Goal #2: Capitalize on Emerging Trends and Opportunities
1. Successfully Integrate NAVD Management Functions into EMA Operations.
a. Develop financial reporting and accounting structure.
b. Build website and move to EMA server. Point URL to new website.
c. Support a successful 2014 “NAVD Business Sessions.”
2. Increase Market Representation in Digital Category to 75 Members by End of 2014.
a. Develop a better understanding of the digital video game marketplace and supply chain. Identify and prioritize prospects. Solicit
b. Identify and prioritize prospects in the home video marketplace and supply chain, taking advantage of the expanded definition of EMA
member eligibility. Solicit.
c. Define value for each segment (retailers/distributors, content providers, service and tech providers) and promote.
d. Limit participation in activities and committees to members.
3. Double Attendance at Digital Media Pipeline from 2012 to 2014.
a. Determine how to best support the digital distribution of video games – further integration into DMP or a separate conference (or neither).
b. Develop and implement a comprehensive marketing and PR strategy, including evaluating purchasing mailing lists that would reach
prospective attendees and evaluating paid advertising.
c. Strengthen the content of the programming, including acquiring a prominent keynote and securing at least one newsworthy
feature/announcement. Confirm at least one recognizable “celebrity” participant.
d. Attract higher level executives from retail companies and content providers. Get early commitments to attend, allowing us to promote
Goal #3: Increase Members’ Perception of Value
1. Re-energize Game Retailing Council and Video Retailing Council
a. Redefine the missions for each of these Councils, including the BOD delegation of product-based discussions. Councils will be
encouraged to make proposals for Board action.
b. Recruit participants for Video Retailing Council. Identify “champions” for each Council.
c. Re-evaluate the meeting model for each Council. Encourage participation in face-to-face meetings by tying into other industry events
and in all meetings by establishing predictable and practical meeting schedules. Create face-to-face events that permit networking and
interaction among Council members and with content providers. Utilize conference calls to increase ability for members to participate.
d. Identify collaborative opportunities for each Council.
e. Meet with studio and publisher executives to enlist their support and participation.
2. Increase EMA’s Communication Initiatives.
a. Increase EMA prominence in the press and at industry events. Cultivate relationships with Home Media Magazine, Game Industry
International and other print/email/blog publications. Invite press to attend and encourage them to cover EMA events such as our Salons
b. Define (refine) focus of topics that EMA should be perceived as the industry “spokesperson” or expert, and develop such reputation.
c. Website :
i. Review contents of website to determine what should be removed and what should be added.
ii. Review all website pages quarterly.
iii. Set up feed to automate updates to Facebook.
iv. Get metrics from 1&1 and review site and page views on a quarterly basis.
v. Evaluate whether to add “members-only” pages.
3. Develop a “Killer App”/”Sticky” Program for Members by End of 2014.
a. Develop a Metadata Repository for Digital Home Video and Video Game Assets.
4. Increase Member Utilization of Existing Programs by end of 2014.
a. Scholarship Program – Increase companies participating from 11 in 2012 to 20 in 2014; Increase applications from 120 in 2012 to 150 in
2014. Position this program so that new donations can be solicited in mid-2014.
i. Improve marketing including more frequent solicitations and targeting HR departments through primary member contacts.
ii. Improve means to recognize scholarship recipients.
b. Annual Report – Add proprietary content such as analysis by industry leaders.
c. Committees – Maintain near-100% participation in each digital supply chain workgroup by retail member companies, and develop
appropriate opportunities for service & technology providers and content providers to participate. Maintain quarterly communication with
Government Affairs Committee.
i. Increase the rate of recipients opening email from up from 215 to 350.
ii. Increase the number of companies submitting titles from an average of 4.4/month to an average of 6/month.
iii. Re-promote to members and indie studios. Hold a monthly contest (giving away one of the titles) and set up “auto-tweet” and “auto
FB” to promote.
Goal #4: Provide Greater Strategic Direction
1. Engage EMA Board Effectively
a. Board of Directors Meetings – One face-to-face meeting annually, in conjunction with LAES. One conference call to review and approve
budget in October.
b. Executive Committee – Meet by conference call as needed, but not less frequently than monthly, focusing on a brief topical agenda.
Notes from E-Comm meetings circulated to all Board members.
c. Committees – Each Board Member will serve on one Committee or Council. Committee meeting notes will be circulated to all Board
d. Strategic Planning – The Strategic Planning Committee will review the Strategic Plan annually and recommend updates to the Board.
Updated February 2014.