CONFIDENTIAL

WATER SPORTS INDUSTRY ASSOCIATION

Strategic Business Plan

Building a Sustainable Future for Towed Water
Sports

By Consensus Communications
2/27/2013

The WSIA Strategic Business Plan is a CONFIDENTIAL document. This is a living document that should be
updated regularly to define specific business objectives and goals with general parameters to guide the
association. The plan was created by Consensus Communications, under the guidance of WSIA
management.

T A B L E O F C O N T E N T S

1.0

Executive Summary

2.0

Business Description & Vision

3.0

Market Analysis

4.0

Products & Services

5.0

Organization & Management

6.0

Strategy & Implementation Summary

7.0

Financial Management

8.0

Appendix

2|Page

E X E C U T I V E S U M M A R Y
1.0

1.1

Executive Summary
Introduction

The Water Sports Industry Association (WSIA) is a nonprofit trade association of the towed
water sports industry. WSIA is the only trade association that promotes and protects towed water
sports activities. WSIA is the industry advocate that communicates, produces and distributes
safety and educational materials for towed water sports. WSIA works with local, state and
federal agencies in partnership with national governing bodies to ensure the use of waterways for
towed water sports. The association develops best practices and sustainable growth opportunities
for all towed water sports.
1.2

The Association

The WSIA was founded around 1982 as the Water Ski Industry Association. In 1996, the name
was changed to reflect the evolution of the industry and became the Water Sports Industry
Association.

WSIA formed the Water Sports Foundation in 2005, a 501(c) (3) tax-exempt corporation, to
function as the educational arm of the WSIA.

Currently, the management team consists of the board of directors working closely with the
executive director and the president. An administrative staff member also supports the
management team. In addition, a marketing and media consultant provides support in the
3|Page

development of communications materials. A managing editor has been assigned to prepare, edit,
and publish the WSR. Outside counsel is also employed to provide risk management and safetyrelated legal documents and products. Ultimately, the work is managed by the executive director,
president and administrative assistant.
1.3

Products and Services

WSIA provides a variety of products and services to the towed water sports industry including
the coordination of several major industry events, as well as safety and risk management
resources. Annual WSIA events include Surf Expo, Summit in the Snow, and the Parasail
Operators Symposium, in addition to regular committee and board meetings.
WSIA funds waterways rights initiatives and is involved with local, state and federal
government agencies to protect waterways and interpret for lawmakers our various sport
disciplines. Through the Water Sports Alert Network (WSAN), WSIA brings its message of
safety to all 50 states relative to waterway rights through its educational videos.

WSIA has established a warnings label program to provide unified warning labels for
manufacturers of towed water sports products. And most recently has helped industry segments
establish risk management and safety policies through the standardization of practices and
procedures, including the parasailing industry and cable parks.
Following the successful implementation of the business plan in 2012, the following objectives
were achieved:
The Water Sports Retailer publication is now running on a digital platform.
The WSAN network has expanded its educational videos and resources.
The Boat Risk Management Initiative has been launched.
The educational programs for BLAs have expanded.
WSIA has developed communication tools that target policy makers and elected officials
to honor the WSIAs mission.
WSIA increased its presence on social media platforms, and created digital formats for
the WSAN, WSIA, and the WSR.
Created advocacy templates and resources for combatting local, state, and federal issues.
Implemented risk management resources on safety for cable parks, camps, and schools.
4|Page

WSIA also augmented its parasail resources and enhanced the warning labels program.

With great success in 2012, we are confident that in 2013 we can focus our attention on the
following objectives:
The adaptation of the wake surfing laws, patterned from Indiana, by one state per year for
the next five years and beyond.
The appointment of Jim Emmons or Larry Meddock to the NBSAC council.
Transform the WSR into a profit model through the sale of advertising led by Kevin
Michael.
The passing of three ASTM Parasail Safety Standards.
The continuation of the WSAN platform to help educate law enforcement on towed water
sports.
The development of an OEM silo for revenue to the WSIA.
Completion of the Boat Risk Management Initiative.
Completion of Risk Management tutorial for cable and parasailing.
Completion of Risk Management initiative for Camps and Schools.
The completion and sale of a new Water Sports Ultimate Handbook.
Approval of new dues structure for 2014.
Expansion of the WSIA Charity Auction
Development and expansion of Water Sense
Expansion of warning labels for new silos
Revitalization of WSIAs Leadership Awards
Continued expansion and improvement at the Summit

1.4 The Market/Industry
The market is challenging. The towed water sports industry, like every other industry sector, has
not been exempt from the collapse of the economic market in the last few years. With more than
260 members, however, the group represents approximately $750 million in sales. And research
shows that those industry sales have grown beyond domestic lines with exports now consuming a
larger portion of the market share.
In spite of the economy, WSIAs membership, revenues and profit have continued to increase.
Membership saw an 18.3% increase in growth from 2011 to 2012. This increased dues
revenue by more than $10,240.
As visibility of the association continues to grow, membership numbers will continue to grow
and diversify, thus expanding WSIA revenues and profits.
Much of the awareness of the WSIA has come in light of its successful advocacy efforts to
protect the rights of towed water sports. Thanks to shore erosion and property damage,
increasing laws surrounding new board sports like wake surfing, and legislation surrounding
mandatory lifejackets, there is increasing regulation that affects towed water sports and WSIA
5|Page

is the only trade association that exists to protect towed water sports. As membership has
continued to grow so have boat sales, which nearly doubled boat fees to $60,000 in 2012.
2011 statistics released by the Sporting Goods Manufacturers Association (SGMA) demonstrate
an increase (2%) in wakeboarding participants in the United States at 3.6M. Though casual riders
represent the majority, the fastest growing segment is populated by regular (8-14 times) riders.
Waterskiing continues a decade long tradition of decline; however participant figures (4.8M) are
larger than that of wakeboarding participants in the U.S.
As demonstrated by the SGMA figures, board sports continues to dominate towed water sports,
and many of the products and boat innovations of the last decade can be attributed to the direct
influence of board sports, from skurfing and wakeboarding to wake skating and wake surfing.
New sectors of the industry have also emerged and diversified the market to include parasailing,
cable parks, camps, and schools, as well as O.E.M.s WSIA has planted seeds in diversified
areas to capitalize on growth opportunities and establish a sustainable future.
Though a majority of the major water sports boat manufacturers are represented within the
WSIA membership, there is significant opportunity for growth with boat dealerships. New
sectors, like parasailing and cable parks, and growing and previously untapped sectors like ski
schools and camps, O.E.M.s, marinas and equipment manufacturers also provide WSIA with
additional market opportunities.
Since WSIAs mission is to become the worlds leading trade association in the towed water
sports industry, the association plans to implement targeted strategies to enhance the growth of
these membership silos and enhance awareness and education around the WSIA, its offerings
and value propositions that demonstrate unmatched market leadership.

1.5 Financial Considerations
There are four income sources that offer the greatest room for improvement and opportunity:
1. Membership dues
2. Sale of warning labels and
3. Launch of the boat risk management initiative, and
4. Auction

6|Page

FY 2012 Income Analysis

1%

Events

20%

Dues
6%
51%

Warning
Labels
Boat Fees
Collateral

22%

2012
Income
Events
Dues
Warning
Labels
Boat Fees
Collateral
Total:

FY '12
$157,312.00
$66,050.00
$18,750.00
$61,100.00
$3,790
$307,002.00

A large membership base provides revenue from dues, which accounts for (22%) of the annual
income, and also positions WSIA as the true representative of the towed water sports industry.

7|Page

However, WSIA cannot finance growth through its current revenue models in order to
maintain and enhance existing services to the current membership and allow for future
growth in new market sectors. As such, a modified dues structure and graduated revenue
model with the sale of warning labels will more accurately reflect the value proposition of
membership and ROI, and allow for future growth and sustainability of the WSIA.
With this diversified growth strategy and healthy increase of cash flow, WSIA plans to increase
legislative and advocacy efforts, as well as marketing and communications activities that support
WSIAs brand awareness and education initiatives of safety and risk management.

8|Page

B U S I N E S S D E S C R I P T I O N & V I S I O N
2.0

Business Description and Vision

2.1

Mission Statement

The Water Sports Industry Associations mission is to serve as the worlds leading trade
association that promotes and protects towed water sports activities.
2.2

Vision Statement

To be the worlds leading industry advocate that communicates, produces and distributes safety
and educational materials for towed water sports. The WSIA works with local, state, and federal
agencies in partnership with national and international governing bodies to ensure the use of
waterways for towed water sports. As a group, we develop best practices and sustainable growth
for all towed water sports.
2.3

Legal Entity

The Water Sports Industry Association, Inc. is a 501(c) (6) nonprofit professional association.
The Water Sports Foundation, the educational arm of the WSIA, is a 501(c) (3) tax-exempt
corporation.
2.4

Association History

The WSIA was founded around 1982 as the Water Ski Industry Association. In 1996, the name
was changed to reflect the evolution of the industry and became the Water Sports Industry
Association. In 2005, the WSIA formed the Water Sports Foundation, a 501(c) (3) tax-exempt
corporation, to function as the educational arm of the WSIA and enable the association to apply
for federal grants.
2.5

Locations and Facilities

Since Larry and Jan Meddock took over operations of the WSIA in 2004, the office location has
been at the home of its Executive Director in Orlando, Fla. Operational expenses include
phone/fax and basic supplies, however some of the office assets are the personal property of the
Meddocks and not of the association. At this time, WSIA operates a website through the
technical support of an outside consultant.
As this clearly poses a risk for future sustainability with the impending retirement of the
Executive Director, part of the succession plan needs to accommodate for new facilities and
operational assets.

9|Page

M A R K E T A N A L Y S I S
3.0

Market Analysis

3.1

Market Analysis Summary

There are thousands of businesses in the United States involved in the towed water sports
industry, from manufacturers and franchised dealers, to retailers and operators. WSIAs current
membership reflects a small percentage of this market. Additionally, there are potential members
outside the continental United States, especially as it relates to parasailing in the Caribbean
islands, Hawaii and Puerto Rico.
In spite of the economy, WSIAs membership, revenues and profit have continued to increase.
Membership saw an 18% growth from 2011 to 2012, increasing dues revenue by more than
$10,240. As visibility of the association continues to grow, membership numbers will continue to
grow and diversify, thus expanding WSIA revenues and profits.
3.2

Market Segmentation

Boat manufacturers
Boat dealerships
Equipment manufacturers
Cable parks
Ski schools & camps
Certified pro shops
Marinas
Parasail

10 | P a g e

O.E.M. suppliers
Marine accessories
Insurance
Event providers
Media
Friends of the industry/Associated
members

CONFIDENTIAL

3.3

Target Market Segment Strategy

Though a majority of the towed water sports boat manufacturers are represented within the
WSIA membership, there is significant opportunity for growth with boat and equipment
dealerships. New sectors, like parasailing and cable parks, as well as growing and previously
untapped sectors like ski schools and camps, O.E.M.s, marinas and equipment manufacturers
also provide WSIA with additional market opportunities. The addition of GE Capital will also
help leverage growth of new sectors.
Since WSIAs mission is to become the worlds leading trade association in the towed water
sports industry, the association plans to implement targeted strategies to enhance the growth of
these membership silos and enhance awareness and education around the WSIA, its offerings
and value propositions that demonstrate unmatched market leadership.
3.4

Market Trends

The market is challenging. The towed water sports industry, like every other industry sector, has
not been exempt from the collapse of the economic market in the last few years. With more than
260 members, however, the group represents over $750 million in sales. And research shows that
those industry sales have grown beyond domestic lines with exports now consuming a larger
portion of the market share.
According to the latest statistics provided by Info-Link (Appendix 8.7), the sale of inboard
powerboats (ranging from 15-24 in length) nationally has continued to decline, through figures
are beginning to stabilize. In 2011, their In-Focus report shows 4,610 units sold, representing a

5.5% decline over FY 10. The significance of the economic decline on the boating industry is
very evident when comparing units sold from 2007, which was 11,705 units nationally.
A positive trend is that general industry sales seem to be increasing. Consumer confidence is also
growing and so is consumer spending.

3.5

Market Growth

As demonstrated by the SGMA figures, board sports continues to dominate towed water sports,
and many of the products and boat innovations of the last decade can be attributed to the direct
influence of board sports, from skurfing and wakeboarding to wake skating and wake surfing.
New sectors of the industry have also emerged and diversified the market to include parasailing
and cable parks. WSIA has planted seeds in diversified areas to capitalize on growth
opportunities and establish a sustainable future.
3.6

Market Needs

Many of our members and potential members are very small businesses with limited resources
for training, marketing and risk management. WSIA can help protect and enhance their viability
and increase commerce opportunities and market share by serving as the industry advocate that
communicates, produces and distributes safety and educational materials for towed water sports.
12 | P a g e

WSIA works with local, state, and federal agencies in partnership with national governing bodies
to ensure the use of waterways for towed water sports. As a group, we develop best practices
and sustainable growth for all towed water sports.
Much of the awareness of the WSIA has come in light of its successful advocacy efforts to
protect the rights of towed water sports. Thanks to shore erosion and property damage,
increasing laws surrounding new board sports like wake surfing, and legislation surrounding
mandatory lifejackets, there is increasing regulation that affects towed water sports and WSIA
is the only trade association that exists to protect towed water sports.
The water sports industry, worldwide, benefits from WSIAs relationships with government, the
USCG, members, and industry contacts. WSIA works diligently behind the scenes and often
times industry is not aware of this until a problem actually affects them, their product, or their
bottom line.
Here is a sample of WSIAs influence on industry:

Boat sales WSIA was instrumental in convincing the USCG that their proposed rule
change regarding licensing captains for water sports instruction be reversed.
Board manufacturers Unified hole patterns on bindings created a new binding
industry.
Inflatables WSIA funded counsel to help define the CPSIA issues to protect this
industry.
Wake Surf WSIA has intervened to halt passing of unfair laws based on inaccurate
information regarding this sport, most recently in the states of Indiana, Pennsylvania and
Virginia.
Life Jackets The proposal for mandatory life jacket wear for all boating occupants
continues to pose a threat. WSIA believes this proposal to be detrimental to the boating
industry and is taking a position with national government that education is first and
foremost for reducing boating accidents. WSIAs public service announcements support
life jacket wear for those being towed.
Parasail - WSIA assisted in standards and practices for this industry as well as securing
valuable insurance. We know see the development of the first ever ASTMs National
Safety Standard on weather.
Warnings Unified warning labels benefit all manufacturers of product as well as
consumers in an attempt to avoid potential liability.
Safety Carbon monoxide issues have been studied by the WSIA to protect all boaters or
dispel myths.
Dealers Retailers would not be selling as many boats or toys, if WSIA was not working
on your behalf to protect this industry.
WSF Grant on increasing awareness of recreational boating safety. (RBS)

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P R O D U C T S & S E R V I C E S
4.0

Products and Services

WSIA provides a variety of products and services to the towed water sports industry, including
the coordination of several major industry events, and safety and risk management resources.
The Executive Director and President also attends and presents at associated industry events,
symposiums and annual meetings to enhance the visibility of the WSIA, which results in a direct
rise in membership. Surplus funding enables the Executive Director and President to travel
across the United States to attend these annual/regional events, which is a cost-effective method
of reaching larger audiences.
Activities and events:
1. Regular management/staff meetings for information sharing and planning
2. Board of Directors meetings
3. Two SurfExpo
a. Annual Leadership and Wake Awards
b. ASTM International meeting for Parasail Safety
c. Organized cable park meeting
d. Organized camps and schools
4. Parasail Operators Symposium
5. Summit in the Snow
6. Associated conventions, annual shows and meetings attendance and presentations
a. National Boating Safety Advisory Council (BSAC)
b. NASBLA National Convention
c. U.S. Army Corp of Engineers
d. National Park Service
e. National Institute of Health (NIH)
f. Centers for Disease Control (CDC)
g. U.S. Coast Guard Auxiliary and Boating Safety
h. National Safe Boating Council (NSBC)
i. International Boating and Water Safety Summit
j. FAA
k. Florida Fish & Wildlife
l. Boat manufacturer dealer meetings
m. American Boat and Yachting Council
n. NMMAs Boating Risk Management Committee (BRMC) meeting at the Miami
Boat Show
7. Lobbying: Local, state and federal advocacy trips
4.1

Service Descriptions
1. Government: WSIAs Executive Director and President represent our members and
water sports enthusiasts with local, state and federal agencies and the legislature when

14 | P a g e

issues arise related to towed water sports safety and waterway protection.
2. Safety and Communications: Through the Water Sports Alert Network (WSAN), which
is endorsed and supported by NASBLA, WSIA is able to activate and educate the towed
water sports community regarding urgent matters that often relate to pending legislation.
WSIA also maintains a website and various social media platforms, which offers
members and non-members with various educational, informational and risk
management-related resources, as well as the ability to communicate directly with the
organization. The passing of the ASTM Parasail Safety Standards will also add to the
WSIAs safety message to the U.S. Through the educational videos produced through the
WSAN, WSIA brings its message of safety to all 50 states relative to waterway rights.
3. Risk Management: WSIA has established a warnings label program to provide unified
warning labels for manufacturers of towed water sports products and boats. And most
recently has helped industry segments establish risk management and safety policies
through the standardization of practices and procedures, including the parasailing
industry and cable parks. The WSIA also provides wavers, site signage, and video
tutorials.
4. Retail Marketing: WSIA produces events and has participated in joint advertisement
campaigns that promote the towed water sports industry as seen in the new marketing
logo called Water Sense.
5. Training and Education: WSIA provides continued learning opportunities at its annual
events and conducts ongoing educational opportunities on safety and risk management
for stakeholders (like BLAs) through seminars, presentations and workshops to improve
our members businesses.
6. Group Benefits: In the last few years, WSIA has begun helping to coordinate members
dealings with insurance companies and others for rates and discounts.
4.2

Alternative Providers

While there are no direct competitors that serve the towed water sports industry exclusively,
there are other organizations that may solicit WSIA members and prospects.
1. National Marine Manufacturers Association (NMMA). Representing boat, marine
engine and accessory manufacturers. Collectively, NMMA members manufacture an
estimated 80 percent of marine products used in North America. They provide
certification and lobbying, and have drawn in members with their Grow Boating
campaign.
2. World Wakeboard Association (WWA)/International Novice Tour (INT). A nonprofit organization created by wake boarders for the advancement and progression of
wakeboarding. They sanction and support wakeboard events on a global level.
3. U.S.A. Water ski. National governing body of organized water skiing in the U.S.
15 | P a g e

4.1

Printed Collaterals

In addition to event-related collateral material, WSIA also produces:

4.2

Warning Labels
The Ultimate Water Sports Handbook
The Responsibility Code
Industry survey of sales
WSAN educational materials
WSIA, WSF annual reports
Water Sense
Certificates for Parasailing
Decals for Parasail Boat Memberships
Fulfillment

1. The Executive Director and/or President will continue to travel to every WSIA-produced
event, and present and attend at associated events, as outlined above, to continue to raise
the visibility of the WSIA, enhance safety messages, and increase membership
opportunities. In addition, this role serves as the primary contact and resource for all
legislative-related matters that arise.
2. As part of the succession plan, the budget allows for the increased participation and event
attendance of the WSIA President to ensure a seamless transition, and also provide an
opportunity for key relationship introductions and maintenance in the next three years.
3. The staff, led by the Executive Director, will coordinate and produce the events and
activities that will produce the revenue to operate the WSIA, as well as provide the valueadded services for our members.
4.4

Digital

The Executive Director will work hand-in-hand with the marketing and media consultants to
ensure online and social media-related platforms, communications and marketing activities
continue to enhance WSIA opportunities.
As part of the organizations growth plan, an expanded role was created to to handle current and
planned communications and marketing activities, which was the most cost-effective manner to
ensure these member marketing-specific tactics are achieved, and was reflected in budget
projections.
The role of the current marketing and media consultant, but perhaps best described by its
possible future role as Member Services and Communications Manager, includes:
16 | P a g e

1. Management of the WSIA Website

2. Management of social media platforms, including Facebook and Twitter, which promotes
ongoing interaction with members and prospects, provides an informational platform, and
new media marketing opportunities.
3. Management and coordination of technology-related resources, including computer-based
assets, internet and phone providers, email facilities, software and administrative
management tools, which enable member and non-member interaction, and the delivery
of ongoing communications such as reports, announcements, and news.
4. Management of all WSAN-related digital communications.
5. Production of event-related collateral, communications and marketing materials.
6. Management and production of all member and prospect communications, marketing and
sales materials, including regularly updated membership lists.
7. Production assistance with the development of reports, presentations and other
management tools.
8. Management of several categorized mailing lists.
In 2012, we saw the addition of a new paid staff member. The editor of the WSR works under
the direction of the WSIA Executive Director and works hand-in-hand with the Marketing and
Media consultant. This new role includes:
1. Responsible for the editing, analyzing, and production of the WSR in a digital format.
2. Ensuring that the WSR is successfully digitized and distributed to members and
associates.
3. Transforming the WSR into a profit model through the sale of advertising
4.3

Future Products and Services

With great success in 2012, we are confident that in 2013 we can focus our attention on the
following objectives:
The adaptation of the wake surfing laws, patterned from Indiana, by one state per year for
the next five years and beyond.
The appointment of Jim Emmons or Larry Meddock to the NBSAC council.
Transform the WSR into a profit model through the sale of advertising led by Kevin
Michael.
The passing of three ASTM Parasail Safety Standards.
The continuation of the WSAN platform to help educate law enforcement on towed water
sports.
The development of an OEM silo for revenue to the WSIA.
Completion of the Boat Risk Management Initiative.
Completion of Risk Management tutorial for cable and parasailing.
Completion of Risk Management initiative for Camps and Schools.
The completion and sale of a new Water Sports Ultimate Handbook.
Approval of new dues structure for 2014.
Expansion of the WSIA Charity Auction
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Development and expansion of Water Sense

Expansion of warning labels for new silos
Revitalization of WSIAs Leadership Awards
Continued expansion and improvement at the Summit

O R G A N I Z A T I O N & M A N A G E M E N T
5.0

Organization and Management

5.1

Summary

The Water Sports Industry Association (WSIA) is a nonprofit trade association of the towed
water sports industry. WSIA is the only trade association that promotes and protects towed water
sports activities. WSIA is the industry advocate that communicates, produces and distributes
safety and educational materials for towed water sports.
Currently, the management team consists of the board of directors working closely with the
executive director and the president. An administrative staff member also supports the
management team. In addition, a marketing and media consultant provides support in the
development of communications materials. A managing editor has been assigned to prepare, edit,
and publish the WSR. Outside counsel is also employed to provide risk management and safetyrelated legal documents and products. Ultimately, the work is managed by the executive director,
president and administrative assistant.
5.2

Organization Chart

WSIA Staff Organization Chart

3 Full-time salary employees
2 Consultants

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WSIA Board of
Directors

Preseident

Admin Assistant

5.3

WSIA ExecuDve
Director

WSR Editor

Memebers Services
and
CommunicaDons
Manager

Personnel Descriptions

Executive Director
The Executive Director of the WSIA must run the day-to-day operations of the WSIA. The
Executive Director will give and make decisions and direction on matters pertaining to:
1. Membership
2. Budgeting
3. Surf Expo
4. Summit in the Snow
5. Strategic Plan
6. Ultimate Water Sports Handbook
7. Responsibility Code
8. Leadership Awards
9. Funding Committees
10. Survey of Sales
11. Warnings
12. WSAN
13. Water Sports Retailer
14. Water Sports Foundation (WSF)/U.S. Coast Guard Federal Grant
15. Government relations
16. Waterway rights issues management
17. All office functions, and
18. Unknown challenges.
President
19 | P a g e

The WSIA President resides over the Board of Directors meetings by following the agenda in
timely manner using Roberts Rules of Order. Prior to the meeting, it's the President's job to
approve the agenda and to communicate with the Executive Director regarding the meeting
announcements and invitations. Post meeting, the President must approve the meeting minutes
before they are distributed to the Board for final approval. The President, as the highest ranking
executive committee member, also approves day-to-day operations of the Executive Directors
office making the decision to include the executive committee or the entire Board of Directors,
when necessary. President also serves as the Grant Administrator for the U.S. Coast Guard
Federal Grant for the Water Sports Foundation.
In addition, the President has most recently held the primary long-term vision for developing the
WSIA further and in coordination with the Executive Director has been instrumental in
producing creative ideas and new strategies for improving the efficiency and sustainability of the
WSIA. For example, the development of camps and schools as a new division and revenue
center for the WSIA. The President also produces periodic communiqus to the membership,
other associations, agencies and stakeholders. Additionally, the President attends industry
meetings that the Executive Director cannot attend. Lastly, the president is the Executive
Director's partner in developing the WSIA to its fullest by offering assistance with program
development, marketing and communication.
Marketing and Media Consultant
Working with and managed by the Executive Director, the marketing and media consultant
coordinates all outward public communication of the WSIA, by way of regular website updates,
social media posts and mailing lists. This role provides both print design and web development,
along with all presentation materials, member collateral, various print and web advertising, expo
booths, banners, signs and various other applications. Also prepares and manages all legislative
and law enforcement communications sent through the WSAN..
The position reports to the Executive Director on a weekly basis and attends all WSIA events.
WSR Editor
The Editor of the Water Sports Retailer digital trade publication is in charge of writing,
designing and producing the 30+ pages that issues once a month. The Water Sports Retailer and
the WSAN would be his or hers responsibility relative to production and content.
Administrative Assistant
The Administrator of the WSIA is in charge of the minutes and record retention for the WSIA
and WSF, as well as the attendance of Board of Directors meetings. The Administrator handles
all accounting functions and banking for WSIA and WSF, and manages tax preparation
functions, quarterly reports, annual reports, and record keeping. This role oversees the
membership log and confirmations of all new and returning members to include, but not limited
to:
Manufacturers and associates
Retailers and dealers
Parasail
20 | P a g e

Cable Park
Camps, schools and associations
O.E.M. suppliers

The Administrator manages all accounting, registration, and banking functions for the Summit in
the Snow, as well as attendance. This position handles all written correspondence, invoicing,
receivables, and emails required for WSIA, WSF, and the Summit in the Snow. The
Administrator also handles the management of orders, invoicing, and record keeping for The
Ultimate Water Sports Handbook, as well as the mailing and recording of any survey
information. This role also oversees certificates for mailing to parasail members/mailings of
jump drives for waivers.
Outside Legal Counsel
Over the years, there have been a number of lawyers who have represented the WSIA. Peter
Rietz, a foremost expert in product liability defense with previous snow, cycling and rafting
industry experience, currently provides legal documentation and oversight of all safety and risk
management programs, including warning labels, safety standards and best practices.

5.4

Personnel Plan

The following table summarizes WSIAs personnel expenses for 2012 and projections for 2013,
with compensation reflecting a gradual increase. This plan is a good compromise between
fairness and expedience, and meets the commitment of our mission statement.
2012 Personnel Budget
Current Personnel
Executive Director
Administrative Assistant
President
Marketing & Media
Consultant
Legal Counsel
WSR Editor

FY 2012
$49,500
$14,002
$20,833
$21,000
$25,000
$0

New Personnel Title/Role

Executive Director
Administrative Assistant
Chief Operating Officer
Member Services &
Communications
Legal Counsel
WSR Editor

2013. Budget
$40,000
$26,000
$25,000
$21,000
$33,000
$9,000

President: Chief Operating Officer

As part of the succession plan, the budget should allow for the increased participation and event
attendance of the current WSIA President to ensure a seamless transition, and also provide an
opportunity for key relationship introductions and maintenance in the next three years. This
enhanced role and visibility should be reflected in the revised title of Chief Operating Officer.
21 | P a g e

The COO of the WSIA would take on the relationships of the member groups within the
WSIA. The COO would become the face of the WSIA working with the various member groups
such as tow boats, board and ski companies, cable parks, camps and schools, parasail and others
member groups as they might be added at the strategic direction by the Board of Directors. The
COO would work hand and glove with the Executive Director on all budget issues, as well as
growth and membership initiatives.
Marketing & Media: Member Services and Communications
As part of the organizations growth plan, an increased part time salary of the marketing and
media consultant is inevitable to handle current and planned communications and marketing
activities. An increased salary and revised title of Member Services and Communications is the
most cost-effective manner to ensure these technology-specific tactics are achieved, and should
be reflected in budget projections.
MSC of the WSIA would be responsible for Website design and implementation. All Web and
social media would fall under this department. All printed as well as digital material would fall
under his or hers responsibility.
1. Management of the WSIA Website
2. Management of social media platforms, including Facebook and Twitter, which promotes
ongoing interaction with members and prospects, provides an informational platform, and
new media marketing opportunities.
3. Management and coordination of technology-related resources, including computer-based
assets, internet and phone providers, email facilities, software and administrative
management tools, which enable member and non-member interaction, and the delivery
of ongoing communications such as reports, announcements, and news.
4. Production of event-related collateral, communications and marketing materials.
5. Management and production of all member and prospect communications, marketing and
sales materials.
6. Production assistance with the development of reports, presentations and other
management tools.
5.7

Succession Plan

A succession plan was put into action to prepare for the eventual retirement of the Executive
Director and Administrative Assistant, who have served as integral members of the leadership
team since taking the reins in 2004. A graduated three-year plan is underway for January 2013
that conforms to the personal plans of both Jan and Larry Meddock, and provides ample time to
transition roles and ensure a seamless transition in the activities and relationships that will ensure
continued success, growth and sustainability of the association.
Enhancing the roles and responsibilities of current staff, as outlined above, is imperative. A
gradual increase in responsibilities and salary is suggested in the table below.
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Personnel Budget Projections:

New Personnel Title/Role
Executive Director
Administrative Assistant
Chief Operating Officer
Member Services &
Communications
Legal Counsel
WSR Editor

FY 2013
$40,000
$26,000
$25,000
$21,000

FY 2014
$50,000
$35,000
$35,000
$30,000

FY 2015
$60,000
$40,000
$45,000
$35,000

$33,000
$9,000

$40,000
$12,000

$45,000
$16,000

S T R A T E G Y & I M P L E M E N T A T I O N S U M M A R Y
6.0

Strategy and Implementation Summary

6.1

Business Goals and Objectives

WSIA Goals
1. Establish an environment that is supportive of WSIAs business and industry goals
and objectives that enable the continued growth and safety of towed water sports.
2. Identify new opportunities for WSIA to strengthen and support the industry and
allow for the continued growth of our members.
3. Maintain a sustainable organization.
WSIA Objectives:
1. Enhance the advocacy of the WSIA to protect the rights of its membership and secure
their commerce opportunities.
2. Develop new programs, opportunities and markets for WSIA to support the
commerce, education, and regulatory and other goals of its members.
3. Maintain a strategic business plan to:
a. Ensure a sustainable organization;
b. Strengthen the position and voice of towed water sports;

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c. Establish thought and market leadership worldwide.

6.2

Strategies
1. Strengthen Advocacy: Continue to build WSIAs strong position to fight for the
rights of WSIA members and their customers.
2. Enhance Communication: Expand the venues and channels of communication for
WSIA to better reach our target audiences such as WSAN.
3. Generating Revenue from WSR: Produce quality work so that the WSR in digital
format can become a revenue generator.
4. Grow Member Markets: Expand the membership opportunities for the growing
segments of towed water sports, like cable parks, parasailing, and camps and schools.
5. Expand Risk Management: Continue to build WSIAs labeling programs and
standardization of practices, and formalize the efforts in risk management for all
WSIA members.
6. Restructure Organization & Revenue/Dues: Modify the dues structure to reflect
the value proposition of membership and ROI, and allow for future growth and
sustainability.

6.2.1

Strengthen Advocacy

WSIA is the only trade association that promotes and protects towed water sports activities.
WSIA provides unmatched lobbying services to its members regarding waterway rights issues.
Recently, WSIA has lobbied the states of Indiana, Virginia and Pennsylvania for a change in
their laws regarding wake surfing. WSIA has succeeded in this effort and now these states are
proposing new legislation saying that wake surfing is now only allowed behind direct drive and
v-drive boats. This is a direct result of the work of the WSIA, and demonstrates a clear value
proposition for membership.
Tactics:
Expand educational programs for key influencers, like Boating Law Administrators
(BLAs)
Develop regular contact with policy makers and elected officials, such as WSIAs
appointments to NBSAC, BRMC, NASBLA, NSBC, UL, USCG, NOWG
Develop communications tools and programs to generate grassroots support for local
advocacy efforts,
Develop SEO friendly microsite(s) that redirect traffic to the WSIA in regards to
major issues and concerns, such as waterway protection, sports rights, etc.
Establish templates that can be modified for various markets under threat, which
would include HOA form letters for legislators, community advertisements, news
releases, etc.
Establish a network of local advocates comprised of key stakeholders and
members.
24 | P a g e

Survey membership, to identify specific issues, opportunities and priorities of the

membership.
Regular reporting on the emerging issues and successful lobbying

In addition to lobbying-specific advocacy efforts, WSIA should also consider establishing a

philanthropic arm through the Water Sports Foundation (WSF) that tackles water
pollution and clean inland waterways, much like the surfing industry handles coastal
waterway issues through the SurfRider Foundation.
It should be incumbent
Tactic:
WSIA should initiate a conversation with the SurfRider Foundation to see if alignment
opportunities would be mutually beneficial in achieving the shared goal of clean water.
6.2.2

Enhance Communication

As the voice of the towed water sports industry, the WSIA has a responsibility to communicate
regularly and effectively with all stakeholders. WSIA should aim to become the market and
thought leader in towed water sports.
Communication enhancements will focus on:
Membership outreach
Grassroots efforts to reach local audiences that can support advocacy efforts
Key influencer communications, like BLAs and policy makers
Tactics:

Strengthening advocacy-specific communications, as outlined above in 6.2.1.

Enhancing WSIAs regular communication with members, through the re-launch of the
Water Sports Retailer, as a successful digital publication on industry issues that is a
revenue generator
Establish an ongoing earned media program to better position issues, members and
industry through proactive press/news opportunities.
This will include the sustaining development of media lists, media
relationships/contacts, news releases, and an online news bureau to centralize
messages.
Through the strategic oversight of public relations counsel, WSIA will establish stronger
integration of all communication channels (news, ads, social media), ensuring
consistency of messaging.
Develop an industry jobs posting board.
Adopt the First ASTM National Safety Standard regarding weather,
Complete two new ASTM National Safety Standards.
Encourage other states to adopt the IN, PA, VA wakesurfing laws via NASBLA
Continue WSAN to enhance safety messaging

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6.2.3

Enhance the effectiveness of storytelling by increasing the use of dynamic video

content, like the WSAN educational videos.
Complete tutorials for camps, schools, and cable parks.
Provide more regular information updates, not just when there are issues or
successes to tout.
Finish the parasail safety tutorial and establish distribution channels and cost
reimbursements.
Activate social media outlets that will help tell your story and create viral
campaigns through sites like YouTube and Vimeo.

Grow Member Markets

As noted in Market Trends with the latest SGMA figures, board sports continues to dominate
towed water sports, and many of the products and boat innovations of the last decade can be
attributed to the direct influence of board sports, from skurfing and wakeboarding to wake
skating and wake surfing. New sectors of the industry have also emerged and diversified the
market to include parasailing and cable parks.
WSIA has planted seeds in diversified areas to capitalize on growth opportunities and establish a
sustainable future.
Membership growth strategies will focus on these growing member segments, domestically and
internationally:

Boat manufacturers
Boat dealerships
Equipment manufacturers
Cable parks
Ski schools & camps
Certified pro shops
Marinas
Parasail

26 | P a g e

O.E.M. suppliers
Marine accessories
Insurance
Event providers
Media
Friends of the industry/Associated
members

Tactics to grow these member segments, include:

Communicate with new and emerging industry segments, like cable parks, parasailing,
and OEMs to attract new members to WSIA
Expand communications to untapped industry markets like marinas and certified pro
shops to educate them on the value proposition of WSIA membership
Direct on-site presentations at key industry events by the Executive Director (and
possibly the President/COO) accompanied by presentation materials that clearly
demonstrate value of membership will be used to reach membership size objectives.
Seminars at SurfExpo for members.
Expand educational services at Summit in the Snow.
6.2.4

Expand Risk Management

In an increasingly litigious society, its important that WSIA provide its membership with risk
management resources that protect their ability to do business. The continued development,
modifications and management of the safety labels program and the establishment of safety
standards and best practices are significant value propositions to WSIAs membership.
27 | P a g e

The continued support of these programs, and for the expansion of member services and
resources, will require additional funding but will also become a greater source of revenue for
the WSIA.
Tactics to expand risk management:
Launch the Boat Risk Management Initiative. Develop sport-specific tow boat labels.
Sport-specific boat labels would provide WSIA members with an exclusive benefit from
WSIA that is not currently offered by traditional boating.
An immediate tactic would be to coordinate a trip to Chicago with WSIA and
several member boat manufacturers to discuss/negotiate future boat label
fees and sport-specific labels.
Continue to develop equipment labels for new product categories.
Continue to develop safety standards and best practices for new categories, such as
parasailing, ski schools and camps, etc., and establish certifications for compliance.
Offer members continuing education opportunities through increased communications on
safety through the WSAN network, and through regular communications of the Water
Sports Retailer.
Enhance member services to include access to specialized professionals, including legal
and issues/crisis counsel.
Adoption of the First ASTM National Safety Standard regarding weather,
Completion of two new ASTM National Safety Standards.
6.2.5

Restructure Organization and Revenue/Dues

As cited in previous sections, the organizational structure must be modified to both adapt for
growth and provide ample succession planning. Additionally, the WSIA must build a sustainable
financial model that supports future growth and balances dues/non-dues revenues.
There are three income sources that offer the greatest room for improvement and opportunity:
1.
2.
3.
4.

Membership dues
Sale of equipment warning labels, and
Launch of the Boating Risk Management Initiative.
The digital publication of the WSR

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FY 2012 Income Analysis

1%

20%

Events
Dues

6%
51%

Warning
Labels
Boat Fees

22%
Collateral

2012
Income
Events
Dues
Warning
Labels
Boat Fees
Collateral
Total:

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FY '12
$157,312.00
$66,050.00
$18,750.00
$61,100.00
$3,790
$307,002.00

WSIA should modify its structured dues to enhance sustainability and support growth in a
graduated model.
WSIA Membership Dues
2013

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2014

2015

2016

Due to an increase in membership, an increase in the revenue generated from product and
equipment-warning labels is evident. WSIA anticipates consistent growth in line with that of
membership growth, which ultimately results in additional income for the WSIA.
WSIA Products & Equipment Warning Label Revenues

Total
Revenue

FY 12

FY 13 (10%)

$18,750

$20,000

FY 14
(15%)
$22,000

FY 15
(15%)
$25,000

A graduated revenue model should also be enacted with regard to the sale of sport-specific
tow boat fees to better reflect fair market pricing and unique value.
Sport-specific Tow Boat Fees
FY 12
Boat Fee

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$10/boat

FY 13
(100%)
$10/boat

FY 14
(75%)
$15/boat

FY 15
(45%)
$20/boat

6.3

Value Proposition

WSIA is the only trade association devoted to protecting and enhancing members viability and
increasing commerce opportunities and market share by serving as the industry advocate that
communicates, produces and distributes safety and educational materials for towed water sports.
The WSIA works with local, state, and federal agencies in partnership with national governing
bodies to ensure the use of waterways for towed water sports. As a group, WSIA develops best
practices and sustainable growth for all towed water sports.
WSIA members share in the power of numbers when dealing with insurance carriers, distributors
and manufacturers, and other vendors. They have the opportunity to tap into each others
inventory for better customer service.
The opportunity to network with peers as well as industry and government leaders through
WSIAs annual events provides value far in excess of the cost of membership.
6.4

Competitive Edge

Dealing with highly independent businesses, like boat dealerships, requires an aggressive
presentation of the value of membership to encourage prospects to spend their time and money
with the WSIA.
Direct on-site presentations at key industry events by the Executive Director (and possibly the
President/COO) accompanied by presentation materials that clearly demonstrate value of
membership will be used to reach membership size objectives.

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F I N A N C I A L M A N A G E M E N T
7.0

Financial Management

7.1

Summary of Financial Plan

WSIA has historically financed its growth solely through cash flow. WSIA recognizes this
means it will have to grow more slowly than it might prefer, through an aggressive marketing
and membership campaign, and a graduated assessment on dues and costs to our membership.
However, it is important to note that presently WSIA has $107,000 in
cash reserves.
The Board of Directors of the WSIA needs to discuss:
1. How much cash reserves are appropriate at any given time,
2. What saving options are available to maximize earnings, and
3. What, if any, opportunities exist that might justify utilizing cash reserves to benefit the
membership and sustainability of the WSIA.
In closing, its imperative that WSIA develop a permanent system of communication and
accountability between the Executive Director and the Board of Directors and officers.
7.2

Important Assumptions

Income:
In 2013, dues revenue assumes a 18 percent increase in new members, or $10,240 in
new revenue though dues rates remain the same.
o WSIA assumes parasail operators increase to 100 members (from 72), increasing
revenue by $2,800.
o WSIA assumes cable park operators grow to 24 (from 8), increasing revenue by
$1,600.
o Combining only these two segments of membership, at very moderate projections,
results in more than half of the new annual membership income to WSIAs
bottom line.
In 2014, boat fees should increase by more than 250% as a result of the new boat risk
management program.
Collateral should assume a thirty percent increase as a result of increased membership
and event attendance.
Events revenue assumes a minor increase, due to increase attendance and sponsorship
opportunities.
Due to the market, there may be a delay in membership dues.
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Expenses:
Personnel expenses account for an increase in the roles and responsibilities of current
salary and consultants.
7.3
Income Forecast
Revenue Sources
Events
Dues
Warning Labels
Boat Fees
(3,000 boats/year)
Collateral
Total Income:

FY 12
$157,312
(3%)
$66,050
(15%)
$18,750
(20%)
$61,100
(250%)
$3,790
(30%)
$307,002

FY 13
$138,840
(4%)
$76,560
(10%)
$22,000
(10%)
$60,000
(100%)
$6,000
(20%)
$334,400

FY 14
$147,170
(6%)
$101,706
(15%)
$25,300
(15%)
$105,000
(75%)
$7,200
(20%)
$386,376

FY 15
$157,471
(7%)
$139,352
(20%)
$29,095
(15%)
$150,000
(40%)
$8,640
(20%)
$484,558

Total Income

Income Forecast
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$0

FY '11

FY 12

FY 13

FY 14

FY 15

Collateral

$3,825

$5,000

$6,000

$7,200

$8,640

Boat Fees

$8,780

$30,000

$60,000

$105,000

$150,000

Warning Labels

$16,500

$20,000

$22,000

$25,300

$29,095

Dues

$55,810

$63,900

$76,560

$101,706

$139,352

Events

$129,734

$133,500

$138,840

$147,170

$157,471

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7.4

Personnel Cost Forecast

Personnel
Title/Role
Executive Director
Administrative
Assistant
Chief Operating
Officer
Member Services &
Communications
Legal Counsel
WSR
Total Costs:

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FY 12

FY 13

FY 14

FY 15

$49,166
$14,002

$40,000
$26,000

$50,000
$35,000

$60,000
$40,000

$28,330

$25,000

$35,000

$45,000

$18,256

$21,000

$30,000

$35,000

$25,000
$0
$134,754

$33,000
$9,000
$173,000

$40,000
$12,000
$202,000

$45,000
$18,000
$243,000

A P P E N D I X
8.0

Appendix

8.1

Funding Forecast

8.2

Dues Forecast

8.3

Membership by Category

8.4

Membership Revenue by Category

8.5

SWOT Analysis

8.6

Testimonial Letter

8.7

USCG Registered Boats versus WSIA Membership

8.7

New Water Sports Boat Registrations

8.8

Water Sports Foundation USCG Grant Boat Responsibly Ad Campaign

8.9

Water Sports Retailer: March 2012 Cover

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8.1

Funding Forecast

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PROJECTED ADMIN

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8.2

Dues Forecast

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8.3

Membership by Category

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8.4

Membership Revenue by Category

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8.4

Testimonial Letter

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8.5

USCG Boat Registrations and WSIA Membership

8.6

New Water Sports Boat Registrations

STATE

2009

2010

2011

2012

IN

168

136

146

148

PA

58

60

67

71

VA

109

77

68

83

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8.7

In-Focus National Powerboat Summary

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8.8

Water Sports Foundation USCG Grant Boat Responsibly Ad Campaign

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8.9

Water Sports Retailer: March 2012 Cover

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Water Sense Logo

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