The Intangible Ingredient of Membership Marketing

 

This article is an excerpt from my latest book, Membership Marketing from A to Z, now available on Amazon.

Growth is not the accidental result of a favorable economy or a single successful campaign. It begins with leadership conviction that membership growth is mission-critical and warrants sustained investment. When that belief is reinforced by disciplined funding and accountability, growth becomes predictable rather than accidental. That alignment of passion and discipline is the X-Factor in membership marketing.

While many chapters in my book, Membership Marketing from A to Z, focus on proven strategies and marketing best practices, the X-Factor chapter provides the intangible yet essential element that elevates a membership program from ordinary to extraordinary.

Why Your X-Factor Matters

In our Membership Marketing Benchmarking Report, when asked about the biggest challenge to membership growth, one respondent said, “Leadership hasn’t prioritized everything necessary to create the structure that would allow for scalable growth.”

The X-Factor becomes visible when leadership shifts from aspiration to accountability. It means making membership growth non-negotiable. One of the clearest examples of the X-Factor's impact on membership comes from a client I have worked with for the past 14 years. In my first meeting with this group, the CEO arrived with his membership dashboard and explained that growing membership was his top priority. The organization had undergone a series of executive transitions over the past few years, and membership had stalled. But this CEO had set the goal of doubling membership. However, his goal went beyond aspiration. He also put his reputation on the line, secured board approval for the direction, funded the marketing budget, and made the staff changes needed to support the objective.

The outcome of this effort was not immediate. The association faced challenges along the way, including a weak economy and inflation, shifting board support, and a call to cut marketing to address a budget shortfall. However, since the goal was set, the association has achieved sustained annual growth of 3–4 percent. So far, membership has grown from 70,000 to 113,000, a roughly 62 percent increase, and growth continues.

Why does the X-Factor matter so much? For this organization, the X-Factor of passion and commitment to membership growth supported the association's financial health, members' careers and livelihoods, and the organization's mission to society. The X-Factor is not a one-time, instant solution but a sustained practice.

Building and Supporting Your Association’s X-Factor

An X-Factor starts with motivation. Why is the goal so critical? Simon Sinek, in his book Start with Why, writes, “Knowing your WHY is not the only way to be successful, but it is the only way to maintain a lasting success.”[1]

For an association, answering the why question may be easier than for many other types of organizations. Associations have a deeper purpose beyond a simple return on investment. They have a mission to make a difference in society. They also serve a profession or industry that relies on them for critical information, advocacy, and career development.

Beyond motivation, finding and supporting your X-Factor depends on action. It is not necessarily loud or flashy. The X-Factor is the alignment of multiple elements and reveals itself in four ways.

1. Strategic Clarity

Associations with an active X-Factor know exactly where they are headed. Growth goals are not vague aspirations; they are specific, measurable, and time-bound. Leadership aligns around those goals and directly ties them to the mission. When growth is clearly tied to purpose, it becomes easier to defend.

2. Financial Commitment

Goals without investment are merely dreams. Associations that activate the X-Factor treat marketing as an investment rather than a discretionary expense. They consistently fund recruitment, even amid fluctuating response rates, because they understand Lifetime Value and the compounding impact of ongoing dues. They accept short-term volatility to pursue long-term growth.

3. Operational Discipline

Growth requires measurement. Associations with the X-Factor track KPIs, monitor dashboards, and regularly review results. They test new approaches, refine offers, and optimize campaigns. What is measured improves; what is ignored stagnates.

4. Cultural Reinforcement

Finally, the X-Factor is cultural. Leaders tell the growth story, celebrate progress, empower their teams, and reinforce that membership growth supports careers, advances the mission, and strengthens the profession. Associations without the X-Factor often drift. Strategies shift with each board rotation. Marketing budgets are cut during shortfalls. Recruitment is paused when response dips. Risk is avoided. Over time, decline becomes normalized.

The X-Factor in membership marketing is not luck or a single breakthrough campaign. It is disciplined leadership. Associations that achieve membership success do so by making growth a priority, funding it adequately, measuring it rigorously, and reinforcing it culturally.

---

[1] Sinek, Start with Why.

Announcing the Release of My New Book: Membership Marketing from A to Z

 

After many years of thinking, writing, researching, and refining ideas, I am pleased to announce the release of my new book:

Membership Marketing from A to Z: A Practical Handbook for Professional and Trade Associations

This project has been a long time in the making. The book's original concept dates back more than a decade. However, over the years, the ideas in the book have continually evolved and been enriched through my consulting experiences, insights from hundreds of association clients, and findings from the annual Membership Marketing Benchmarking Report.

This is my third book on association membership growth and marketing, and in many ways, it is a collection of lessons learned over nearly four decades of working with associations. My goal was simple: to provide a practical resource that association professionals can turn to when facing membership challenges and opportunities.

The book explores topics ranging from Benefits and Content Marketing to Digital Advertising, Research, Volunteers, Value Proposition, and the X-Factor of leadership commitment. Each chapter offers actionable ideas that association leaders can apply immediately.

I am grateful to the many clients, colleagues, researchers, and association professionals who have shaped my thinking over the years.

If you are responsible for membership growth, engagement, retention, or marketing strategy, I hope you will find the book useful.

The book is now available on Amazon using this link. I would appreciate it if you would take a look.

My Journey of Writing Books

 

Many, if not most, of us have a book in our heads that we would like to write, based on our professional or personal experiences. The challenge is not usually having something to say. It is knowing how to begin.

One of my friends, upon retiring from the government, wrote a book about his 30-year tenure. He filled the book, Good Enough for Government Work, with an inside look at the amusing and crazy anecdotes from his experience. Another friend is writing a book about his family history. In his book, he serves as the narrator and protagonist, sharing his journey of uncovering the trials in his family's history and how their perseverance has enabled him to overcome his own personal challenges.

The books I have written are different. Rather than personal stories, they focus on practical guidance for association professionals on effective membership marketing practices. My latest book, Membership Marketing from A to Z, is now available on Amazon.

The stages of the writing process I followed may be helpful to you as you pursue a writing goal.

Perhaps the most important aspect of writing for me is cultivating a learning mindset. Over the years, I have gained many insights from reading a shelf full of books by authors ranging from marketing experts like Philip Kotler to membership consultants like Sarah Sladek. The print versions of my books are filled with notes and underlines. When I read books electronically, I save my highlights for future use. As one author observed, “Reading a book is among the most high-leverage activities on earth—you can gain access to what smart people have already figured out.”

Many insights have come from attending professional events to learn from presenters. A wealth of insights has come from observing the marketing innovations and test results my clients and colleagues have implemented.

The next step in the process is to capture what I have learned. For me, the best way to track my insights is to write about them whenever I learn something new. Often, that takes the form of a blog post or a short article. For example, I have been writing and recording lessons on this blog since 2007, and much of that material has found its way into my books.

To support the findings in my books, I have relied on quantitative data. For me, this has been 17 years of association research documented in the annual Membership Marketing Benchmarking Report. This data elevates my recommendations from opinion and stories to statistically valid correlations and outcomes, drawn from thousands of associations over the years. Whatever your topic, evidence strengthens your writing. For you, that may mean identifying research studies and surveys. For others, it may mean interviews, historical documents, family letters, or personal journals.

With all this content, the next step is to craft a compelling thesis and outline for the book. For one of my books, The Seven Deadly Sins of Membership Marketing, the title and framework came together while I was developing a presentation for an ASAE conference. The presentation was well-received, and I later expanded it into a book. For my book, Membership Marketing from A to Z, I had the inspiration and outlined it in a blog post in August 2012 (not a typo), and I finally started writing it this past year.

Of course, inspiration and outlines only get you so far. Eventually, the real work begins: writing, editing, and production. It takes time and focus. For my first book, Membership Recruitment, I took a sabbatical from work and spent each morning writing and rewriting. For that book, I had the advantage of my wife, a linguist, serving as my capable editor. For all my books, my professional proofreaders, designers, and production colleagues at MGI helped get them to market. I have found technology increasingly helpful. Grammarly catches typos and grammar issues. More recently, I have used ChatGPT to challenge my assumptions with prompts like, ‘What would a critical reviewer see as weaknesses in this chapter?”

Publishing your book involves an additional step. I have been very satisfied with printing and distributing my books through Amazon’s Kindle Direct Publishing. Other authors I know have used subsidy publishers for a fee to help with their books. Of course, you can also submit your book to a traditional publisher to leverage their prestige, production, and distribution services.

Writing a book can feel overwhelming, but viewing it as a process helps. More often, it unfolds over years of learning, gathering ideas, and organizing what you have discovered into something worth sharing. If you have been thinking, “Someday, I should write that book,” my encouragement is simple: start. Capture your ideas, outline your thoughts, and begin developing blog posts, articles, and presentations. You may find that what feels ordinary to you could be exactly the wisdom someone else needs.

New Book Release: The Seven Deadly Sins of Membership Marketing

I wanted to share the news: my latest book, The Seven Deadly Sins of Membership Marketing, is now available on Amazon!

Over three decades of working with professional and trade associations, I’ve been invited to countless meetings with one recurring question:

“How do we turn around our declining or stagnant membership numbers?”

While working with nearly 100 associations, I’ve observed a familiar pattern: the challenge isn’t due to a lack of effort. Association leaders and membership teams tirelessly listen to member feedback, manage chapters, deliver board reports, send renewals, and much more. Yet, despite their dedication, the results often don’t match the effort.

As one association staff member put it:

"Our biggest impediment to growth is telling our own story. We get so bogged down in day-to-day operations that we forget not everyone knows what we do, how we benefit them, and why they need to be a part of it."

This frustration is like the child in the classic story who frantically plugs leaks in a dam, only to have new ones appear.

Why The Seven Deadly Sins of Membership Marketing?

In my consulting experience, I’ve found that a better solution exists. It’s not about fixing every leak. It’s about pausing to identify what’s causing the leaks in the first place. Once the root causes—or barriers to growth—are clear, you can create a strategy to address them and achieve sustainable membership growth.

My previous book, Membership Recruitment: How to Grow Recurring Revenue, Reach New Markets, and Advance Your Mission, provided a comprehensive framework for building membership programs. However, many associations struggle with specific challenges that weren’t covered in depth.

That’s why this new book focuses on identifying and solving the core obstacles preventing membership growth. These obstacles, or “deadly sins,” are the recurring issues I’ve seen over decades of consulting and supported by over 16 years of research with data from thousands of participating associations from Marketing General Incorporated’s Membership Marketing Benchmarking Report.

What Are the Seven Deadly Sins?

Remarkably, the barriers to membership growth have remained consistent over time. Many associations fall into the trap of quick fixes, such as:

·       Rushing to send emails to boost short-term membership numbers.

·       Resigning themselves to believe that “we’ve tried everything, and it didn’t work.”

Instead of applying temporary solutions, associations must address the systemic roadblocks holding back their programs. This concept, drawn from systems thinking, focuses on identifying high-leverage points in the membership system where targeted action can unlock meaningful growth.

In the book, I identify and explore seven core barriers to membership success, including:

·       Failing to define a compelling value proposition.

·       Neglecting consistent recruitment efforts.

·       Overlooking the power of omnichannel marketing.

·       Underfunding critical membership initiatives.

Each chapter includes practical strategies and actionable takeaways to help associations overcome these obstacles. Real-world examples and bulleted steps will guide you and your team to focus on solutions that deliver results.

A Roadmap to Sustainable Growth

The membership model remains one of the most effective ways to build a thriving, engaged community. However, common “deadly sins” often prevent organizations from realizing their full potential.

Focusing on the root causes of membership challenges—not just their symptoms—can help create a strategy that drives meaningful and lasting growth.

Order your copy of The Seven Deadly Sins of Membership Marketing today and take a step toward transforming your membership program.

Order Now on Amazon.

Membership Marketing and Reasoned Action Theory (RAT)

For many years, social scientists have used Reasoned Action Theory (RAT) to evaluate a person's intention to take an action. Daniel O’Keefe, a preeminent scholar in the field, says of RAT, “It is unquestionably the most influential general framework for understanding the determinants of voluntary action.”

A simplistic overview of reasoned action theory lays out our four drivers of intention leading to a behavior. The first is Attitude with the components of belief (it is a good thing) and evaluation (there is motivation to act). The second is Injunction which is the influence of others (doctors, parents, friends, or professors). Next is Determinants which is seeing others who are doing the behavior. The final driver is Perceived Behavior Control, believing you have the opportunity and power to achieve the behavior.

This theory has been tested and validated through numerous experiments. And it can be applied to improve membership marketing efforts. 

The first application is Attitude. To support action, prospective members need messaging that convinces them that membership in your organization is beneficial. You can do this through a clearly articulated value proposition. And by providing them with a motivation to take action like a new member incentive.

The second part of the RAT theory is Injunction. The influence of people joining is because of the encouragement of others to do so. The power of Injunction is demonstrated in responses from the Membership Marketing Benchmarking Report. For years, referrals or word of mouth have been reported as the number one factor in getting members to join over any other marketing activity.

The next driver for RAT is Determinants. Members are more likely to join when they see others taking action. This tendency is why testimonials are so effective in membership marketing. Membership can be presented as the norm to support success.

Finally, Perceived Behavior Control relates to the impediments to taking action. Prospective members may believe that joining requires too much upfront work or is more than they can afford. The opportunity to overcome this challenge is to “smooth the path” by advertising the opportunity to join, making the join process as easy as possible, and addressing the upfront membership cost.

Many of us are excellent practitioners of membership marketing, but understanding the scientific theory that supports better outcomes reinforces efforts.

The Seven Deadly Sins of Membership Marketing

Often the secret to a thriving membership is not so much working harder. Instead, success can be driven by understanding and removing an impediment that holds back growth. By identifying the challenges and eliminating the roadblocks, membership programs can flourish.

This month I presented these challenges and solutions at ASAE’s Marketing Membership and Communications Conference. The session, titled “The Seven Deadly Sins of Membership Marketing,” shared how to diagnose these sins, provide insights to remove them, and allow membership efforts to advance. Here is a link to the presentation slides. 

The Seven Deadly Sins of Membership Marketing from Tony Rossell

Membership Innovation in a Time of Turbulence

A time of crisis requires every organization to innovate to survive and thrive. But a common question is, how do you go about innovating? Matt Ridley’s book, How Innovation Works and Why it Flourishes in Freedom, shares valuable principles that answer that question.   

Five of his recommendations have an application to associations.

1.     Innovation occurs incrementally. Often, we expect new solutions to come with a flash of inspiration. “But the deeper you look,” Ridley maintains, “the less likely you are to find a moment of sudden breakthrough, rather than a series of small incremental steps.”[1] For membership, this might mean regularly tweaking and updating your renewal system with improvements instead of starting over from scratch.

2.     Innovation comes from trial and error.  It is a foundation of good marketing to have an ongoing testing strategy. Some of the tests will prove very successful, and others will be a flop. Innovation requires a tolerance for error. As an example, before finding the proper filament for the lightbulb, Thomas Edison conducted 6,000 tests.

3.     Innovation often emerges through the combination of existing components. Mixing and matching can be one of the best ways to come up with new solutions. An example would be associations that create a tiered membership structure. Typically, this involves adding existing products or services that already exist in the association to enhance the current membership category.

4.     Innovation depends on a team effort. Changing any system in an association can be complicated. By collaborating and getting input from others with specialized knowledge solutions come faster and are more effective. Ridley notes that “Innovation is a collective phenomenon that happens between, not within, brains.”[2]

5.     Innovation thrives with collaboration. Why are so many technology companies formed in Silicon Valley? Specialized communities drive innovation.  So, interacting with other people outside your organization is essential. Associations should promote that they create this collaborative environment and community as a value proposition to recruit and retain members. Likewise, an association's staff needs to go beyond their own organization to interact with other membership professionals, consultants, and suppliers to gain new ideas and insights.

Ridley adds one additional thought that we all should remember as we feel the need to improve and change. He says, “An element of playfulness probably helps, too. Innovators who just like playing around are more likely to find something unexpected.”[3]  So despite the serious need to make changes, keep in mind that enjoying the process can lead to better outcomes.

---

[1] RIDLEY, HOW INNOVATION WORKS. P. 241

[2] RIDLEY. P. 233

[3] RIDLEY. P. 253