The document summarizes a session that covered several topics: 1. Concepts of business associations and their role in society. 2. Challenges faced by women entrepreneurs in South Asia. 3. The importance of leadership, governance, and aligning vision and mission with member needs. 4. A buyer-seller activity was held between four women's chambers to discuss generating income, new services, and strategic planning.

1. Recap of Our Dhaka Session

2. • Cleared basic concepts of What a Business
Association is.
• Generic Role of Business Associations in a
democratic society
• Debate on Vision, Financial Position and Ethics
• Challenges faced by women entrepreneurs in
South Asia
• Role of Leadership and Governance
• Importance of aligning Vision and Mission with
member’s needs
• Key learning from Women Chamber Diagnostics
done in Pakistan

3. Buyer-Seller Activity

4. Four Sellers
• Bangladesh Women Chamber Of Commerce And
Industry, Bangladesh
• AWAKE, India
• FICCI-FLO ,India
• Lahore Chamber of Commerce & Industry

5. What was on Sale?
• Business plan
• Generating Income for the organization
• Introducing new services
• Membership increase
• Membership Retention
• Strategic Planning
• Advocacy
• Manuals of the organization such as HR , Accounts
• Business Counseling
• Group Formation
• Sharing of Manuals
• SKYPE Calls between interested buyers and sellers

6. • If we have a Template where we can put the
demand of the buyers every two month and the
seller will respond by delivering the information
either in writing or by SKYPE call .It will help
to keep record and track the demand and
deliverables.

7. Did you ever Ask yourself
“Why am I unable to do what I
want to do?

8. Stumbling Blocks
YOULack of Skills Political
Fights
Ouch!

9. How Many think they have
been unlucky?

10. Its for YOU if you
fall under these
categories
Ouch!
Stuck!
Ouch!
Unaware
Ouch!
Ouch!
Fears
Ouch!
Lethargic
Ouch!
Yes King
Maker!
Ouch!
Political
Pressure
Ouch!
Leg Pullers

11. Choosing the Right Luggage

12. You’re going to get hit!
The Problem With Dodging Bullets

13. Choice #2
Wear Bulletproof Armor

14. How to become Bullet Proof?
Act Smart
Have documentation in place
Start making decisions
Stop leg pulling 
Start delegating
Start training staff
Start training office bearers
Create value for members
But you can do all that only if……….
You are Brave Enough to Say No!

15. Membership Focus

16. Who Owns the Chamber?
• A member voluntarily invests money by payment
of dues on a regular basis in exchange for a
perceived value from the chamber.
• Members are the first element of an
organizational structure.
• Members are both owners and customers.

17. Are we focusing on Member’s Needs
If not, WHAT
needs to be done

18. Services that deliver

19. Chamber Services
• Networking opportunities
• Advocacy
• Member to Member Discount Program
• Learning opportunities
• Community development through effective CSR
• Trade leads
• Referral services
• Employment exchange
• Subsidized consultancy services
• Promotion and advertising

20. Small Ideas – Big Ideas
Creativity is not about creating something new,
its about giving a new experience

21. Some Findings from RCCI Diagnostics
• Membership services require overhauling to become customer
oriented and value driven.
• Based on the above point, effective branding and marketing is
required to attract new members and retain the existing
membership.
• Existing infrastructure requires improvement.
• Some changes in organizational structure of membership and
services department are required.
• Systematic process for entertaining an enquiry from member
and non-member is required.
• Staff is required to undergo trainings particularly in the area
of customer services and research.

22. New Experience!
Existing Service
• Business meetings
• Concessions
• Fax and Email
Re-name
• Business development and
networking opportunities
• Membership discounts and
concession program
• Complimentary Fax and Email
service

23. Contents Required in
Financial & Administrative
Manual

24. Table of Contents
• FINANCIAL
1. Introduction and Objectives
2. Definitions
3. Accounting Principles and Policies
4. Responsibilities of the Finance & Accounts
department and Internal Controls
5. Accounting Books of Records
6. Budget & Budgetary Control
7. Fund Management

25. • FINANCIAL (…continued)
8. Banking Operations
9. Cash Management
10.Advance
11. Travel
12. Procurement Procedures
13. Fixed Assets Management
14. Financial Reports
15. External Audit and Annual Return

26. • ADMINISTRATION
1. Human Resource Administration
2. Recruitment, Selection & Appointment
1. Recruitment
2. Selection
3. Appointment
4. Probation
5. Personal Files
3. Working Hours
4. Leave

27. • ADMINISTRATION (…continued)
5. Remuneration & Benefits
6. Staff Development
7. Promotion
8. Health & Safety
9. Disciplinary Procedure
10. Termination / End of Service
11. Leaving Procedure
12. Vehicle Administration
13. Filling System
14. Office Security

28. Bring the Desired Change
Through
Effective Policy Advocacy

29. Lobbying vs Policy Advocacy
• Lobbying is loosely defined as any attempt to
influence specific legislation and is done mostly
on One2One basis.
• Public policy advocacy is the effort to influence
public policy through various forms of
persuasive communication by stakeholders.

30. What can be Changed?
• Legislation
• Proclamation (public statement)
• Regulation
• Legal decision
• Committee action
• Institutional practice

31. Analysis
• What are the problems?
• What are the existing policies that cause or relate to
these problems and how are they implemented?
• How would changes in policy help resolve the
problems?
• What type of policy change is needed
• What are the financial implications of the proposed
policy change?
• Who are the stakeholders associated with the desired
policy change?
• Who and what influences the key decision-makers?
• What is the communication structure related to policy-
making?

32. Strategy
• Establish a working group to develop a strategy and plan activities.
• Develop your SMART objectives (specific, measurable, appropriate, realistic
and time bound).
• Position your issue to offer key decision-makers a unique and compelling
benefit or advantage.
• Identify your resources and plan to build coalitions and mobilize support.
Seek out and work with appropriate partners, coalition advocates,
spokespeople, and the media.
• Plan the activities that are the most appropriate for your intended audience.
• Prepare an implementation plan and a budget.
• Plan for and combine multiple channels of communication, including
personal contacts, community media, mass media (print, radio, TV), and
new information technologies such as E-mail and the Internet.
• Develop intermediate and final indicators to monitor the process and
evaluate the impact.

33. Evaluation
• Establish and measure intermediate and process
indicators.
• Evaluate specific events and activities.
• Document changes based on initial SMART objectives.
• Compare final results with indicators to measure change.
• Identify key factors contributing to policy changes.
• Document unintended changes.
• Share results. Publicize successes in a clear and
understandable manner to stakeholders.

34. Continuity
• Evaluate resulting situations.
• If desired policy changes occur, monitor
implementation.
• If desired policy changes do not occur, review
previous strategy and action, revise, repeat
advocacy process or identify other actions to be
taken.
• Develop plans to sustain/reinforce change.

35. Working Group Session
Using the Policy Advocacy Decagon

36. Writing a Problem Statement
• Write down the problem in simple words
▫ Who does it affect and how
▫ What exactly happens when the problem occurs
▫ Where does the problem occurs
Sample:
Low level of women participation in economic
activity due to lack of enabling environment

37. Write a Desired State
What will happen when change is
implemented
By changing this law / policy / regulation,
there will be more opportunities for women to
become more active as entrepreneurs. It will
help the region’s economic development and
reduce unemployment.

38. Identify
•Stakeholders
•Influencers
•opponents

39. Create
•Your factsheet
(Research/Ground
realities/challenges)
•Partnerships
•Strategic direction

40. Execute
•Planned activities
•Monitoring and
evaluation

41. •Re-strategize (if needed)

42. What is Social Media?

43. Social Media is an
internet based
interactive medium
of communication.

44. Is social media
replacing traditional
news sources

45. Social Media is VIRAL

46. • Get stakeholders to see your story.
• Start a conversation.
• Keep up with sources, find ideas.
• Find & capture reaction.
• Dig up the past.
• Help your audience keep track of an
ongoing story.

47. Reaching out to readership▫Facebook (join groups, increase
friend’s circle) 900 million
▫Twitter (use #tags) 100 million
active users
▫Google+ over 100 million
▫Linkedin Groups 200 million
users
Most traffic comes from facebook