Top Findings from the Membership Marketing Benchmarking Report

Everyone working for an association can relate to the competitive challenges of today.  In addition to 24/7 competition, associations are faced with scarce resources, talent shortages, and sometimes political or bureaucratic hurdles.

Yet despite these threats, findings from the 2019 MembershipMarketing Benchmarking Report shows more associations continue to experience membership growth year over year than those that are seeing a decline in membership.  This year 45 percent of associations shared that their membership has grown over the past year compared to 26 percent that saw a decrease in membership counts.

Indeed, contrary to the narrative that membership “no longer works,”, for the past decade with the exception of the Great Recession, our benchmarking research confirms that far more associations have reported experiencing an increase in members than those who have reported a decline in their membership counts.

Why have associations been able to adapt and continue to grow despite the challenges they face?

Some definite answers are apparent from the insights that we have gathered in this year’s research.  In addition to looking at the tactics and strategies that typically correlated to success, we also asked respondents to rate how innovative their association is and what level of value that they are delivering to members.

In each case, associations that reported higher innovation and value scores showed a correlation with increased likelihood to be achieving a number of important positive outcomes in membership. In short, these more innovative and value-producing associations are successfully adapting to the challenges faced in today’s completive marketplace.

Here is some of the data underpinning these findings.  Associations with increases in membership over the past year and the past five years, as well as those with increases in their overall new members are significantly more likely to indicate that the organization has a culture that supports innovation. Conversely, those reporting declines in membership are significantly more likely to believe their association culture does not support innovation.

Additionally, associations that indicate that their organization is only slightly innovative or not innovative at all are significantly more likely to show declines in their membership over the past year and the past five years, plus decreases in new members and overall renewal rates.  Moreover, associations that have a specified process in place to support innovation and new ideas are significantly more likely to report increases in one year and five-year membership numbers.

Many of the same outcomes are evident for associations that report having a compelling value proposition for their members.   In fact, associations that described their value proposition as very compelling or compelling are significantly more likely to report increases in their one year and five five-year membership numbers, as well as increases in their new members and their overall membership renewal rates.

So if innovation and value are so important, how are associations innovating and providing additional value to members?

One of the areas of innovation and value enhancement that we looked at this year in our research was the development of new membership models.  Ideally changing the membership packaging is designed to respond to new market conditions, give members more options, and competitively price membership.  The data from our research does support that adopting a new membership model may give membership a bump.  Specifically, the associations that have adopted a new membership model are more likely to report experiencing an increase in the number of new members this year (22 percent vs. 13 percent).

Historically, one membership model that has seen growth is the move toward Combination membership. An association with a Combination membership offers members the opportunity to join as either an individual (like a typical IMO) or as an organization (like a typical Trade Association).  In the 2011 version of the Membership Marketing Benchmarking Report, only 13 percent of respondents identified their association as having a Combination membership structure.  This year, 26 percent of respondents identified their association as a Combination association. The Combination membership structure appears to be working for associations.  These groups have the highest median growth over the past five years of 14 percent, compared to 12 percent for IMOs and 10 percent for trade organizations.

Another developing innovation for associations is the use of paid digital media for their marketing efforts.  For membership recruitment, this channel has increased as a preferred channel from 12 percent to 15 percent over the past year.  Of the 15 percent of associations that consider paid digital marketing tools as a highly productive method for recruiting new members, Facebook paid advertising remains the most effective digital marketing tool. Associations are also increasingly using various paid digital advertising platforms to present their message for many products and services beyond membership recruitment.

The other technology-driven development that associations reported this year is a significant improvement in data challenges that have been reported in the past. The top data complaint of a lack of marketing results tracking and analysis dropped from 51 percent of associations citing this as a major challenge in 2018 to 39 percent in 2019.  Similarly, the issue of inadequate membership dashboards and reporting tools went from 48 percent in 2018 to 35 percent in 2019.  In the competitive environment facing associations the ability to track, analyze, and report on marketing efforts has become a core ability to drive success.  So these improvements are significant.

Finally, some associations are thriving through innovative ways to attract and provide value to Millennials and Generation X members.  Our data highlights that associations with increases in their one year and five five-year membership numbers are significantly more likely to have higher percentages of Millennials and Generation X members. One way these groups are achieving this is through growth in participation with their young professional programs.

On the other hand, associations reporting no changes in their membership in the past year are significantly more likely to have a higher proportion of Baby Boomers as members.  Associations reporting declines in membership totals are much more likely to report that their specific challenges in membership marketing are related to their struggle in attracting and/or maintaining younger members.

So what should associations take away from this year’s Membership Marketing Benchmarking Report?

In an era of rapid changes in technology, culture, and demographics, our data shows that many associations have been able to sustain a level of membership growth and continue to serve their markets.  The data points to the conclusion that innovation and value creation are important drivers of this success. However, a critical look at the trend data also shows that over the last decade the percentage of associations reporting membership growth is in a gradual decline from 52 percent in 2012 to 45 percent today. My hope is that this report will encourage associations to aggressively innovate with new strategies, technologies and marketing approaches in order to thrive and grow in a changing world.

Defining and Communicating Value through Emotional Drivers

Have you ever been asked what differentiates your membership from the others that are available? In marketing terms, do you know what is your “unique selling proposition” (UPS)?

This is the type of question I often ask of prospective clients when I meet with them. A lot of times I do not get very compelling or confident answers.

A first step in defining this value is to define the motivations of members and prospective members.  What are their deep seated needs? Here is one way to think about and define these needs.  Way back in 1956 a book written by Victor Schwab, "Mail Order Strategy" (Hoke Communications, 1956). Schwab was a famous copywriter -- an Ad Age person of the Century -- who detailed the 40 key "emotional drivers" that influence people’s actions.

Here are a few of Schwab’s drivers that I think might be particularly relevant for membership marketing.

People want to be:

• Up to date
• Recognized authorities
• Efficient
• Good parents, bosses, and employers

People want to gain:

• Time
• Comfort
• Praise of others
• Health
• Popularity
• Personal prestige
• Money

People want to save:

• Work
• Discomfort
• Embarrassment
• Worry
• Time

People want to do:

• Satisfy their curiosity
• Win others’ affection
• Improve themselves generally

Understanding the motivations and needs of members and prospects in your marketplace will drive everything from your messaging to your product development.  Take time through brainstorming, research, and testing to build an understanding of these emotional drivers.

 

Delivering Member Value through Association Sponsored Research

Whether you serve members in a trade association or individual membership association, value is something that members want to receive from you.  And sometimes one of the most valuable benefits that can be uniquely supplied by a membership organization is research conducted with or on the behalf of your members.

Here are some examples of association sponsored research that members value either because it provides guidance to them or visibility to their profession. 

·        Member Polling Research – Gathering member perspective on important, newsworthy topics and then sharing it with the media can demonstrate the influence and support that an association is providing to members.  Here are samples of how one association has gained national attention by sharing their findings from member polls on critical healthcare issues.

·        Compensation Research – Because associations serve a defined constituency, they are well positioned to gather and report on employee compensation.  Both employers and employees are served through this information and access to the research report is a powerful incentive for member recruitment and retention efforts each year.   

·        Industry Benchmarking – Good benchmarking helps move planning from using antidotal information to data driven insights.  One trade organization, for example, provides benchmarking reports to help other member companies with data on sales force performance, number and size of orders, and web statistics.  Another association benchmarks critical purchasing data that now influences decision making for the entire economy.    

·        Consumer Opinion Research -- Helping members understand customers’ needs and desires within a defined marketplace can provide invaluable assistance.  Often this type of research is too costly or complex for an individual member company to produce, but done on behalf of many members, it can provide statistically valid and actionable information that easily pays for member’s annual dues. 

To recruit, engage, and retain members creating compelling and useful value has to be a top priority. But ideally that value needs to something more than a discount that is available from any number of organizations.  The value should be something that fits within the mission of the association and that others cannot easily replicate or find in the general market or through a Google search.  Research for members and about members can supply that specialized information that delivers indispensable value.   

Maximizing the Value You Deliver to Members

Delivering products and services to members involves choices.  How much of your budget, staff time, and promotional efforts should go into any given product or service?   What products and services attract new members and help to keep them?  Understanding this defines value.

One method to help make these decisions is to ask members and staff to rate offerings through two questions. How important is a given product or service? And how well does the organization deliver these offerings?

Benefits that are important and well delivered need to be promoted.  Benefits that are important to members, but are not well delivered, for any number of reasons, require investment to improve them.  And benefits that are of little value can be set aside or eliminated.

Here is a matrix to help define these options. 

So where can we find value to get and keep members?  Defining what is truly important to members and then being sure to deliver it with quality, timeliness, and at an acceptable cost creates value.

Your Membership Value Equation

Value = Benefits / Costs = (Functional benefits + Emotional benefits) / (Monetary costs + Time costs + Energy costs + Psychic costs)1.

1. Philip Kotler, Marketing Management, Prentice Hall; 11 edition (May 2002)

The End of Membership as We Know It

In her book, The End of Membership as We Know It, Sarah Sladek, makes important points – based on best practices in membership marketing -- that membership professionals should take to heart in order to grow a successful program.

Her fundamental thesis is that “three key shifts in our society have caused a decline in membership: economic rescission, demographic shifts, and rapidly changing technology. [And] while the economy is likely to rebound sooner or later, the other two influences are here to stay.” 1.

Sladek proposes a number of solutions to help in meeting these membership challenges.

The first is to focus on offering members’ better benefits. She maintains that “your association’s success hinges on one thing: member benefits. . . Members join your association because they believe in your ability to solve a problem for them. They renew their membership when you are successful at solving the problem.”2.

In order to identify and develop better benefits, she advises that you “survey members or host focus groups regularly to keep your finger on the pulse of any changing needs among your membership. Nothing can replace the open, honest feedback you receive from members.”3.

Another key opportunity to improve membership Sladek says “comes down to marketing.” The four aspects of marketing that are highlighted include differentiating your association from its competitors, providing a guarantee to members, identifying your core benefits, and determining your target market.

Sladek also recommends building online communities as a key to solving the threats to membership. “Throughout history, she writes,” community has been defined as a social group of any size whose members reside in a specific locality, share government, and often have a common culture and history. That definition has changed in recent years, partly because of demographic shifts and economic dips but largely because of technology. Technology has given us access to the world and the opportunity to network with anyone, anywhere, anytime.” 4.

Another important solution that Sladek recommends is examining your membership model. She notes that “For hundreds of years association memberships have been cut from the same cloth. With few exceptions, people paid dues once a year for access to a full year’s worth of membership. Today, membership associations are introducing a variety of operational models and revenue streams. Innovation is a must:”5. I call this tendency of offering only one membership option the “black Ford” syndrome. As Henry Ford famously stated, “you can have any car color you want as long as it is black”.

Some of these membership models that you might want to consider include what I call tiered membership, Freemium membership, online membership, and group membership.

Here is why I believe The End of Membership as We Know It is an important contribution to the literature on membership marketing. Complacency in membership marketing is the contagion that is most likely to hold back a membership program. This book serves as a wakeup call to remind marketers of the need to continue to research, innovate, test, and improve and to give those who do not see the need for change a warning of what could happen without action.


1. Sarah L. Sladek, The End of Membership as We Know it, ASAE, page 94.
2. Ibid. page 45.
3. Ibid. page 56.
4. Ibid. page 92.
5. Ibid. page 95.

The Growing Concern over Membership Value

“Are we delivering the value members want?” It is a common question that I hear from clients these days. Value seems to be the top issue on many membership marketers’ agendas.

Our 2010 Membership Marketing Benchmarking Survey confirms the heightened concern around this issue. For a second year, we asked association executives what was the top reason that their members did not renew. Last year the answers focused on cost with the top two reasons given as “the employer would not pay for membership” or the membership was “too expensive”.

However, for 2010, the top reason given for non-renewal was a “lack of value”. A total of 36 percent of respondents sited value as the key issue an 80% leap over last year.

Is there any good news in this? I think so. When we believe members lapse because dues are too expensive, it does not leave much room for fixing the problem. However, if we think members leave for value issues, we can do research and member interviews to better understand what they are looking to receive and make changes to communications or the products themselves to enhance the value.

Asking how we can deliver more value to our members is a very productive question when we put actions behind it to discover the answer.

Membership Marketing: The Best Opportunity for Associations to Thrive and Succeed

Last year, I wrote an article for the Avectra Academy newsletter. Just now, in response to some social media dialogue comparing associations to the plight on today’s newspapers, I shared the link with my perspective.


Take a look and feel free to post your thoughts here. Is traditional association membership on a death march or is it the best opportunity for associations to grow and thrive in the future? 

Structuring Your Organization around the Value You Deliver

For many organizations the end of the year is a time to look and see if your strategies, tactics, and structure line up with your vision.

One of the top resources that I have found in helping an organization focus is a book by Michael Treacy and Fred Wiersema, The Discipline of Market Leaders. I read it many years ago and still refer to it today.

They write, “The message . . . Is that no company can succeed today by trying to be all things to all people. It must instead find the unique value it alone can deliver to a chosen market.”[1]

To help organizations do this analysis, they divide organizations up into three different types of “value disciplines”. The opportunity for us as we plan is to determine the value discipline that best fits the strategy for our organization and then use the characteristics of that discipline to help in building staff and structure.

Here are some highlights of each of the three value disciplines.

1. Operational Excellence (examples Wal-Mart and McDonalds)

• Value Proposition: Best Total Value
• Golden Rule: Variety kills efficiency
• Business Structure: Standardized, simplified, tightly controlled, centrally planned, little discretion for rank and file
• Culture: Abhors waste and rewards efficiency
• People: Team counts, not individual, train them our way

2. Product Leadership (examples Intel and 3M)

• Value Proposition: Best Product
• Golden Rule: Cannibalize your success with breakthroughs
• Business Structure: Loosely knit, ad hoc, ever changing so as to adjust to entrepreneurial initiatives and redirection
• Culture: Encourages individual imagination & accomplishment
• People: Get the talent

3. Customer Intimacy (examples Nordstrom and IBM)

• Value Proposition: Best Total Solution
• Golden Rule: Solve the customer’s broader problem
• Business Structure: Delegate decisions to employees close to the customer
• Culture: Embraces specific (not general) solutions and thrives on deep and lasting customer relationships
• People: Stay at forefront and learn – broad skills and styles

Which value discipline do you identify with of the three? The structure you build will be very different based on where you focus.

[1] The Discipline of Market Leaders: Choose Your Customers Narrow Your Focus, Dominate Your Market by Michael Treacy and Fred Wiersema, page xiv

A Process to help Define Member Value

The last couple of weeks I have met with a number of organizations that are re-focusing on defining their membership value proposition.

It is a smart thing to do because it is so easy in life to get lost in the trees of urgent matters and not see the forest. When we are selling membership, stepping back and seeing the big picture is essential. That’s because members want a clear and concrete reason to join and continue their membership.

So I wanted to share a quick three step group or team exercise that I use to help get re-focused on the big picture and big value that you deliver to your members. Here it is:

1. Define and list all the features of membership. Yes, start with the trees not the forest. Put as many features of membership on the list as come to mind. It helps to hold and touch these features. So to help lay your tangible member benefits on the table. For those that are not tangible, print out descriptions of them from you web site to make them more tangible. One feature on your list, for example, might be your job bank another might be the membership social network.


2. Assign benefits to the list of features. As a next step, write down the key benefit(s) that the product or service provides to a member. Be specific. For example, a professional association job bank means members access a trusted source to identify jobs specifically in their field. A social network means members can instantly connect with professional colleagues who can assist them with a particular problem or need.


3. Connect the dots. Now that you have a long list of features and benefits, the next step is consolidating them into simple and concrete value statements. It is useful to center benefits around one of life’s BIG three motivators: Pain, Gain, and Fear. So, for example, a member can gain by joining because she is in the know about the top jobs in your field and is regularly connected to the prominent networkers in the field who can help her advance her career. Membership helps you get ahead faster.

This value exercise does not need to take a long time. And you do not need to bring in a facilitator. Why don’t you take a few hours to try this with your colleagues and post a comment on how it went?

The Top Priority in Association Marketing

Over the last month a number of you have shared with me what the number one priority of an association marketing team should be. Thanks for those of you who have continued to me give feedback. I have enjoyed the discussion and shared some of the best comments. I wanted to add one more insight that I received from Melanie K. Johnson, Membership Program Manager, American Speech-Language-Hearing Association

She tells me that from her perspective the number one priority is to”Know what’s valuable to your members. There are so many competing forces seeking to grab your member’s attention. Direct your members to the products and services that are significant to them and articulate ‘what’s in it for me’.”

I like her thinking. In fact, in a post about member engagement I also wrote about the importance of providing value and reward to members. Thanks to everyone for contributing.

A Sample Membership Value Proposition

I wrote last month about the promises that I think are important to include in creating a membership value proposition for an association. These promises center on vision, reward, and relationship.

Today, I came across a well done value proposition or “elevator speech” that was written for members of the Society for Marketing Professional Services (SMPS). Here is what they use.

“SMPS is a community of marketing and business development professionals working to secure profit­able business relationships for their A/E/C [architectural, engineering, planning, interior design, construction] compa­nies. Through networking, business intelligence, and research, SMPS members gain a competitive advantage in positioning their firms successfully in the marketplace. SMPS offers members professional development, leadership opportunities, and market­ing resources to advance their careers. SMPS is the only organization dedicated to creating business opportunities in the A/E/C industry.”[1]

Do you think that it does the job?

[1] SMPS, CLU Apr May Jun 2009

Job Consultants say, “Join Your Professional Association”

It has often been repeated on this blog that membership in a professional association is a career enhancing step that professionals should take and that we should market to our prospective members. However, it is nice when those who are helping people find jobs repeat the same advice.

I came across several such recommendations from professional career counselors today.

For students, Sally Kearsley, wrote an article on Jobweb, It Pays to Join a Professional Association and said, “Want to do something great for your future job hunt and your career? Consider joining a professional association--or the student chapter of a professional association! There is a professional association for almost any career field you can mention and you can join at any time, freshman to senior year (or beyond).”

Lynn Friedman gave this advice to those earning a graduate degree, “You have some basic skills but feel that you are only at the beginning. How do you continue professional development and growth? First, join a professional organization within your discipline.”[1]

Carol Rogers, vice president and lead consultant for human resources firm Right Management in Rockville emphasized the importance of highlighting your professional associations on your resume for more experience professionals. She says, “prune your resume and reshape it so it’s relevant . . . [and] indicate if you a member of professional organizations.” [2]

When the experts are recommending this to students, graduates and experienced professionals, it is probably a theme that you should also pick up in your membership marketing.

[1] By Lynn Friedman, Ph.D., Life After Earning a Graduate Degree, Washington Post.
[2] Vickie Elmer, Turning One’s Age into a Job-Market Asset, The Washington Post, Sunday, April 5, 2009, page H1.

Dating, Romance and Membership Marketing

“With people cutting back you'd think the dating industry would be hurting. But it's not. Because it turns out that when the Dow drops, singles search even harder for mates.” At least that is what Marketplace reported.

They went onto say, “Digital cupid E-Harmony did a study that shows when the stock market dips, traffic to their site increases”

Why is this the case? The report continues that “when people are going through tough times they look to be with people who care about them, who will understand their concerns.”[1]

This same psychological framework can be applied to membership. In tough times many professionals seek security and community in their professional association. And associations that are taking advantage of this are seeing membership grow as we outlined in recent posts; It is the Best of Times!, Does the Washington Post have the Full Story?, and The Upside of Down.

But there is one wildcard in the equation! What happens when the company who funds many memberships decides to break up the romance by refusing to pay dues? What happens to the member relationship then?

In an ASAE and the Center report, Beliefs, Behaviors and Attitudes in Response to the Economy, this question was asked of those who were enjoying company paid membership dues. Of these, 56.6% said that they would continue to pay dues if the company stopped and 43.3% said that they would drop the membership.

Feel free to share any ideas that you have on how the association can “keep that loving feeling” with members whose companies don’t want to pay up.

[1] Marketplace, Bad economy does dating good, Tuesday, March 17, 2009

Is Loyalty All that it is Cracked Up to Be?

With the job cutbacks that we see each day in person or in the press, I was intrigued with some comments from Jack and Suzy Welch in a recent column.

They wrote, “These days, it’s far more common for managers to protect and reward employees who consistently deliver results. We’re not saying that loyal employees aren’t given any due. When the economy is strong, a record of loyalty can be enough to ‘give cover’ to an employee with a mediocre performance. But when the going gets tough and staff reductions become necessary, the vast majority of mangers act in the best interests of the company. Their top performers will stay, loyal or not. And the marginal employees – again loyal or not – will be asked to move on.” [1]

As I read this, I could not help but think about membership. Members may stay loyal in the good times, but when economically pressed, members may very well follow the same decision process. They will renew membership with the organization that delivers real value and helps their performance.

[1] Jack and Suzy Welch, The Loyalty Fallacy, Business Week, January 19, 2009.

Membership as Economical Unemployment Insurance

Positioning your membership offer is as important as ever. And when it is done properly, I am seeing membership marketing response rates continue at a good pace this fall.

Here is an example of a smart way to position the benefits of a professional membership. I received this promotion in the mail the other day. The letter focused on the practical economic benefits of membership in this organization. One point was that membership was cheap unemployment insurance. Here is a quote from the letter:

“When I talk with younger colleagues, I have frequently described the value of STC membership as being a form of layoff insurance. Think about it: if you've accumulated a lot of additional skills and knowledge, you're more likely to weather layoffs because you will be more valuable to your employer. And even if you do get laid off, you'll probably be able to get another job quicker than your compatriots. Here's a little secret: STC members get a 14-day advance look at all the new job postings on the online Career Center. (It's an exclusive membership benefit.) That's a two-week head start on your competition.”[1]

The lesson here is that people still make purchases during tough economic times. But their priorities and motivations change. Be sure that your marketing differentiates your organization as a solution.

[1] Society for Technical Communication, Membership Letter, October 1, 2008.

Membership Satisfaction Compared to Membership Loyalty: A Real Life Example

Many traditional surveys evaluate member satisfaction with an organization. But does satisfaction give a clear picture of what members really feel and want?

We wanted to find out! So in a recent membership survey, we asked both satisfaction and loyalty questions. These questions measure members’ feelings about the organization, their likelihood to renew membership and their willingness to recommend membership to others.

The findings comparing these two techniques were enlightening.

The good news is that we found that membership satisfaction ran at 90.8%.

However, we saw a much more diverse picture using our loyalty questions. Based on these questions we found:

• 57% of members could be categorized as “Advocates”: They express positive relationship feelings toward the organization, indicating an intention to remain a member and a willingness to recommend membership to others.


• 2% of members could be categorized as “Reluctant”: They express positive feelings toward the organization, but are hesitant to commit to future membership or recommending others.


• 18% of members could be categorized as “At Risk”: They express negative feelings toward the organization, but plan to remain a member. This segment often feels trapped in a membership with few or no alternatives.


• 23% of member could be categorized as “Detractors”: They express negative feelings toward the organization, indicating little intention to renew or refer others.

By measuring loyalty instead of satisfaction with this organization, a membership picture comes into focus that lends itself to action. This is especially true as each loyalty category is cross tabulated by job titles, membership tenure, company type, and other key demographics.

Do you have a meaningful measure of membership loyalty for your organization?

Vindication at Last!

In my post on way back on November 7th, I took ASAE and the book Decision to Join (DTJ) to task for what I thought was a misreading of the DTJ survey data.

Here is what DTJ said: “the decision to join an association reflects an expanded understanding of what constitutes a benefit. It goes beyond the self-oriented assessment of the value received by the individual making the decision to incorporate a more other-oriented assessment of value generated for the community of interest.”

On the other hand, I claimed, “Clearly, we all are influenced in decisions for joining or buying any product in part because what the decision will mean for society. But I believe value, price, and usefulness are influencers that impact our buying decision more than joining for the good of others.”

If you visit the post, you will see it generated a pretty good debate.

However, I have to say that I now feel vindicated as I read the following in the latest membership book from ASAE and the Center, Membership Essentials.

It says: “For most members, it is no longer acceptable for the association to simply advance a cause or defeat forces that negatively affect its constituents. Today’s members expect a quantifiable return on their investment of dues dollars in addition to the association’s delivering on the mission. For every dollar they spend in dues, they demand at least a dollar’s worth of value in return. Membership dues have become a type of investment for today’s consumers, and the investments that yield lower returns are scrutinized or withdrawn entirely.” [1]

Which side do you take in this great debate?

[1] Membership Essentials: Recruitment, Retention, Roles, Responsibilities and Resources, chapter two, Jay L. Karen, CAE, and Ben Martin, page 10.

Are You Indispensable to Your Members?

When I go to association conferences, read the ASAE listserv, and visit association blogs, I continually hear people talk about delivering “value” to members and keeping members by providing value. Dictionary.com provides a lot of definitions of value. One for example is:

Value -- Relative worth, merit, or importance: the value of a college education; the value of a queen in chess.

One of my colleagues -- who by the way helped inspire my recent post on “Membership Interdependence” through vision, reward and recognition -- uses a much better word to highlight what associations are seeking to achieve with membership. He uses the word “indispensable”.

Indispensable -- Absolutely necessary, essential, or requisite: an indispensable member of the staff.

In a brainstorming session today when we asked a client to define the value they provide members, we did not get too far beyond information and networking. But when we asked what members found indispensable, the ideas began to flow. Surveys show that members with the association’s designation make more money (reward), there is real industry honor accorded to those who carry the membership designation (recognition), and the association is effectively improving the image of the industry through forceful enforcement of ethical standards (vision).

What do you think about becoming indispensible instead of providing value?

One Thing I Do Not Like about DTJ

As I mentioned in my last post, there is some great insights in ASAE and the Center’s Decision to Join (DTJ).

As you may recall, DTJ is book taken from a survey that included 18 individual membership associations and 16,944 survey respondents. The survey went to the associations’ current members, lapsed members, and prospective members.

However, one finding that I do not agree with is DTJ’s contention that prospects “more important” reason for joining an association is to support the “community of interest”. I think that this conclusion can lead membership marketers in the wrong direction when it comes to asking new members to make a decision to join.

Here is what DTJ says: “the decision to join an association reflects an expanded understanding of what constitutes a benefit. It goes beyond the self-oriented assessment of the value received by the individual making the decision to incorporate a more other-oriented assessment of value generated for the community of interest.” Based on a comparison of two separate questions where personal benefits of joining received a mean score of 3.4 and benefits to the field received a mean score of 3.6, the study concludes “that the benefits for the good of the order are more important than personal benefits” (page 6).

Clearly, we all are influenced in decisions for joining or buying any product in part because what the decision will mean for society. But I believe value, price, and usefulness are influencers that impact our buying decision more than joining for the good of others.

I’ve come to this conclusion based on what the decision to join research actually reported and on the results of membership marketing efforts for many associations over the years.

Here are statistics from DTJ that would support this value based joining contention.

• Of those who responded to the survey and had dropped a membership, the primary reason reported by 56.1 percent of the responders said that they dropped membership because they “did not receive the expected value to justify the cost of the dues” (page 81). If members do not join for value, they sure leave for lack of value.


• When asked how important various personal benefits to joining were, “access to the most up to date information” received a 4.22 rating and “professional development” received a 3.91 rating. This compares to a 3.85 rating for “”promoting standards” as the highest rated item for joining for the benefit of the profession (page 82 and 83). So information and professional development were the top rated reasons for why members joined.


• One could argue that the highest rated “benefits to the field” as defined by DTJ are really personal benefits. To do their job, members need someone to provide “standards and guidelines” and the “gathering analyzing, and publishing data on trends in the field”.

In addition to what DTJ reported, my experience in testing messages in new member solicitations also supports the value based membership appeal. Regularly – typically at a board’s direction – we create messaging around joining an association for the good of the profession. And regularly this message loses in head to head tests to a benefits oriented theme focused on “here is how membership can benefit you in your career.”

Let me conclude with a couple of caveats to my point. First, I always include an altruistic message in membership solicitations. Joining for the good of the field is an extra benefit that warrants mention and can serve as an additional motivator to joining. Secondly, I believe that the longer a member remains with the association and the more involved the member becomes, the more likely he or she becomes to staying with the association for the good of the community. However, in DTJ, we are not asking why an involved member stays, but what the basis of the decision to join is.

I believe the bottom line is that we sell membership on value. Do you agree with me?