FIDI Secretary General Jesse van Sas asks if FIDI should pursue a growth model, considering the organisation’s relevance in the relocation world – or are we good as we are?
I don’t think membership growth has ever been the focus of FIDI. Even in the years before FAIM, FIDI’s growth was kept moderate, in line with the increasing need for global networking. And, of course, as soon as mandatory FAIM came into the equation, FIDI put up a roadblock against excessive growth, by imposing a rigorous quality benchmark – designed to allow into FIDI only those companies that were able to demonstrate true quality in their operations, processes and compliance.
Nevertheless, over the years, FIDI showed slow but steady growth, gradually developing the FAIM standard to what it is today. This concept of raising the quality bar bit by bit – while assisting members with training, guidance and helpdesk to reach that bar – has proven effective and rewarding.
New Affiliates found their way in on an unbiased and transparent quality basis, and FIDI was able to remain relevant and lead the industry by harbouring a significant quality segment of the relocation business under its wing.
But we have to ask: is this still the case for the future? Should FIDI maintain this course, or should it try to expand its significance in the world of movers and DSPs by growing its membership more rapidly? Affiliates may think that a smaller FIDI, with less competition within the FIDI ranks, is more beneficial for them than a larger FIDI, with more quality companies to compete with.
However, given FIDI’s quality reputation, a larger FIDI ensures a larger spread of FAIM among customers and increasing trust of FIDI movers and DSPs; this would benefit Affiliates, with more business being entrusted to them.
Though FIDI is doing well, there are considerable challenges ahead. Yes, we have a stable membership, but any economist will tell you that some growth is needed to remain relevant in an industry and to maintain service levels. The removals business has been under a lot of strain in the past few years, with COVID, supply chain disruptions, geopolitical concerns, and a changing political landscape in the US and other countries across the world.
Fortunately, although the vast majority have weathered – or are weathering – the storms, our membership is experiencing increasing financial pressures, and in particular on the bottom line. FIDI has felt these pressures, too, with less support for our training offering, a fall in advertising in our magazine, and a membership that is increasingly tougher to engage, despite our many communication channels.
FIDI can boast many firsts: we were the first global federation in our business (1950); the first to organise global conferences; the first in financial protection of its members (FASI); first to offer global training seminars; first to include quality certification (FAIM); first in mandatory financial assessment; first in industry carbon footprint calculation; and I have probably forgotten a few others.
This is FIDI’s legacy, to lead and continue to lead. Accordingly, we asked this question of our Delegates during the recent Delegates Meeting in Dubrovnik:
“Considering FIDI’s relevance in the relocation world, should FIDI pursue a growth model, or are we good as we are?”
It triggered an interesting debate among the Delegates, and hopefully this will continue for the next few years, as it encompasses an important strategic aspect of FIDI’s vision to lead the industry where the highest common standards are defined by quality, cooperation, and trust.
The interim conclusion from the Delegates Meeting is that we should stay the course, increasing value for the membership by leading the industry in quality, while fostering goodwill and long-term development, through strict adherence to the standards. Some Delegates even urged FIDI to increase the specifications of the standard where possible. At the same time, there was a general consensus that FIDI can expand its reach horizontally in neighbouring relocation activities, such as the already existing DSP certification or through a supplier membership category.
It was great to have this profound discussion. This is exactly what the role of FIDI’s governance institutions are for: providing guidance and strategic direction in close cooperation with the FIDI Board and Office. We’re looking forward to building on this approach.