ASM INTERNATIONAL STRATEGIC PLAN ADVANCED MATERIALS & PROCESSES | APRIL 2025 61 casing ASM’s global reach. Additionally, the expansion of ASM’s global footprint through new chapters in emerging markets has been a key priority, as discussed in recent member engagement newsletters and AM&P magazine. In terms of Driving Member Engagement, the core of ASM’s success lies in its membership. This year, efforts to engage past presidents have been initiated, allowing them to provide strategic guidance and mentorship for emerging leaders. The Fellows program has also been expanded to play a central role in shaping ASM’s future and influencing its strategic direction. Additionally, a comprehensive capital campaign is being developed to fund potential student travel, awards, and new initiatives, further supporting inclusive excellence by advancing leadership opportunities for emerging leaders. These efforts are detailed in AM&P magazine and member engagement newsletters, where updates on these initiatives have been consistently shared with members. Strengthening Core Foundations has focused on ensuring ASM’s operational resilience and supporting its growth. The event strategy innovation introduced this year has reimagined ASM’s conferences, including highlighting the ASM spring and fall conferences, which saw significantly enhanced formats and a focus on making these events more accessible globally. Further, membership growth and regional chapter support are ongoing priorities, with several new chapters being created in response to the growing international demand for ASM’s resources. Efforts to improve committee and council structures are also underway, ensuring these bodies are aligned with ASM’s long-term strategic goals. Additionally, work has been done to review and expand ASM’s awards programs, a key area for ASM’s recognition and visibility in emerging fields. As for Financial Stabilization, the Cost Focus and Revenue Focus initiatives are already in progress. These actions aim to optimize operational expenses (OpEx) while exploring opportunities to generate additional income through strategic pricing of events and subscriptions. These financial strategies are outlined in recent updates published in AM&P magazine and newsletters. TABLE 1 — MARKETPLACE TOPICS DEFINED FOR DEVELOPMENT 01 02 03 04 05 Financial stabilization – Cost focus 2024-2025 actions Financial stabilization – Revenue focus 2024-2025 actions OpEx SWOTs: (a) ASM as an organization; (b) Product portfolio 2026-2030 Strategy • Determine productivity levers for each product line and functional area; understand ASM core capabilities (current state) • Develop pipeline, executable in the next 17 months • Determine what markets could utilize current product portfolio (in their current state) • Develop ideas for 5-7 markets along with potential product portfolio, pricing recommendations, channel entry • Determine pricing opportunities for existing products (e.g., events, subscriptions) • Determine success criteria for functional areas and product lines, (a) over next 17 months (Aug. 2024 – Dec. 2025) and (b) strategy 2030 horizon • Develop ideas for leading (operational) metrics that could be used to measure financial health and member relevance/ impact • Identify key strengths and weaknesses of ASM as an organization; assess current state of the product portfolio in terms of strengths and weaknesses • Determine external opportunities and threats impacting ASM and its product portfolio • Develop strategic actions to leverage strengths and opportunities and formulate plans to mitigate weakness and threats • What do you see as the value proposition of ASM in 2030? • What does ASM look like in 2030? • What adjectives should be used to describe ASM in 2030?
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