Entertainment Merchants Association Strategic Plan
The Strategic Plan was approved by the Board of the Entertainment Merchants Association in July, 2013, revised February 2014 & March 2015.
EMA’s mission is to:
- protect the rights of,
- foster 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: Present a Break-Even Budget by 2017
1. Increase Dues Revenue by 10% in 2015.
a. Increase the number of “Regular” Members (retailers/distributors) by at least 10%.
b. Continue to concentrate on member growth in the digital video segment.
c. Explore new member categories:
i. App stores (video and games)
ii. Indie film companies
d. Maintain renewal rate above 85% .
i. Review member engagement in EMA activities and identify opportunities to increase where appropriate.
e. Continue “cost recovery” dues increases annually.
f. Expand the implementation of member exclusivity programs (and increase non-member cost differentials when they are necessary.)
2. Increase Net Income from Events by 33% in 2015.
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. Explore coinciding IPM with the Independent Spirit Awards and including independent film
companies in the marketplace.
d. Increase sponsorship income from Salons, and limit attendance to members and (two-timemaximum) prospects. Explore coinciding
Salons with other industry events.
Goal #2: Capitalize on Emerging Trends and Opportunities
1. Increase Market Representation in Digital Category to 90 Members by End of 2015.
a. Identify and prioritize prospects in the home video marketplace and supply chain, taking advantage of the expanded definition of EMA
member eligibility. Solicit.
b. Define value for each segment (retailers/distributors, content providers, service and tech providers) and promote.
c. Limit participation in activities and committees to members.
2. Increase Profit from the LA DMP to $30,000 in 2015 or, if not, develop lower-cost, salon-like alternatives to maintain EMA’s brand and
leadership in digital distribution of video.
a. Develop and implement a comprehensive marketing and PR strategy, including evaluating purchasing mailing lists that would reach
prospective attendees and evaluating paid advertising.
b. 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.
c. Define the appropriate level management targeted to attend, and develop the programming accordingly.
Goal #3: Increase Members’ Recognition 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 productbased 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. Develop a Comprehensive Marketing/PR Strategy for the Association
a. Develop and publish a Marketing/PR Plan for 2015 including promoting the EMA brand, EMA membership, and EMA events.
b. 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
c. Define (refine) focus of topics that EMA should be perceived as the industry “spokesperson” or expert, and develop such reputation.
d. 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 2016.
a. Explore developing a Metadata Repository for Digital Home Video and Video Game Assets, a repository for international ratings, or
another program that would be valued enough to solidify member renewals.
4. Increase Member Utilization of Existing Programs by end of 2014.
a. Scholarship Program – Increase companies participating from 9 in 2014 to 20 in 2015; Increase applications from 33 in 2014 to 100 in
2015. Raise, annually, $20,000 to support this program. (If participation doesn’t significantly improve, then eliminate the program.)
i. Improve marketing including more frequent solicitations and targeting HR departments through primary member contacts.
ii. Improve means to recognize scholarship recipients.
iii. Host a fundraising luncheon.
iv. Tie the scholarship program’s award requirements to EMA’s mission or associations.
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.
d. Hidden Gems:
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
iv. Explore and evaluate opportunities to grow this program (new categories, new audience, etc)
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 tha 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.
i. Revisit discussion of EMA core constituency and tentpole activities, possibly resulting in a new mission and possibly new name in
ii. Define measures of Association “success” and related metrics.