membership marketing benchmarking report

YEARS

I N C O R P O R A T E DI N C O R P O R A T E D

MEMBERSHIP MARKETING BENCHMARKING REPORT

SUPERVISED BY:

Tony Rossell Senior Vice President

Adina Wasserman, PhD Director of Research

Matt Kerr, MA Market Research Manager

12TH EDITION

FOR MORE INFORMATION:

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© 2020 Marketing General Incorporated

YEARS

I N C O R P O R A T E DI N C O R P O R A T E D

TONY ROSSELL Senior Vice President

Tony Rossell is Senior Vice President of Marketing General Incorporated in Alexandria, VA. A frequent writer and speaker on membership marketing topics, he is a contributing author to two books, Membership Marketing (ASAE 2000) and Membership Essentials (ASAE 2016). He also writes the “Membership Marketing Blog” and has over 30 years of experience in helping organizations grow their membership.

Tony can be reached at 703.706.0360 or at [email protected].

ADINA W. WASSERMAN, PhD Director of Research

Adina W. Wasserman, PhD, is Director of Research at Marketing General Incorporated. Dr. Wasserman is renowned for pioneering the concept of Indispensability Measurement for associations. She earned her undergraduate degree at the University of Michigan, Ann Arbor, and completed her Master’s and PhD in social psychology at Florida State University.

Adina can be reached at 703.706.0373 or at [email protected].

MATT KERR, MA Market Research Manager

Matt Kerr is a Market Research Analyst at Marketing General Incorporated. He has 15 years’ experience in market research and analysis. Before joining MGI, he worked in the consumer and non-profit market research sector, leading numerous research projects for Fortune 500 companies and globally-recognized non-profit organizations. He earned his undergraduate degree at Kenyon College and his Master’s degree at the University of Arkansas.

Matt can be reached at 703.706.0364 or [email protected].

Marketing General Incorporated has been publishing the Membership Marketing

Benchmarking Report annually since 2009. Every year, our creative and research teams put

together this in-depth study of the strategies and tactics that membership organizations from

the US and from around the world use to recruit new members, engage and renew those

members, and reinstate lapsed members.

ABOUT MARKETING GENERAL INCORPORATEDMarketing General Incorporated is the nation’s largest marketing agency working exclusively with membership associations. During the past 40 years, MGI has helped hundreds of associations and relationship-based organizations increase their membership, improve retention, enhance member engagement, grow revenue, and gain new insights through market research and analysis. Additional information can be found at www.MarketingGeneral.com or by contacting us at 703.739.1000.

http://www.marketinggeneral.com

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SECTION 1Association Statistics

SECTION 4Member Renewal and Reinstatement (Retention)

SECTION 7Dues and Membership Structure

SECTION 8Managing Your Association

SECTION 9The Demographics of Your Association

SECTION 10Words of Wisdom

SECTION 6CHALLENGES and Goals

SECTION 5Social Media

SECTION 3Member Engagement

SECTION 2Member Recruitment (Acquisition)

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2

INTRODUCTION

2

SURVEY OBJECTIVE

For the twelfth consecutive year, MGI has conducted its annual Membership Marketing Benchmarking Survey. As in past years, the report highlights the strategies and tactics that membership organizations find most useful in recruitment, engagement, renewal, and reinstatement of members.

Each year, we review the questions from the previous survey to ensure that the content we provide is relevant and on trend. We evaluate the usefulness and success of questions and determine which will be removed, what questions will be added, and which will be retained for further analysis.

METHODOLOGY

The 2020 Membership Marketing Benchmarking Survey was conducted online. It was launched on January 7, 2020, and remained open until February 23, 2020.

Email invitations were sent to 32,047 association professionals. A total of 765 individuals fully completed and 207 partially completed the survey, totaling 972 participants.

From these 972 responses, we drew the 862 unique associations that have formed the basis for this report.

REPORT LAYOUT

The data in this report are segmented by type of association: Individual Membership Organization (IMO), Trade Association (Trade), or association with a combination of both individual and organizational types of membership (Combination). A total segment is included in all charts and tables to show data relevant to all associations.

We continue to include the Participant Comment Highlights, which provide verbatim insights and recommendations shared by participants in the survey.

THE SECTIONS INCLUDED IN THIS REPORT ARE:

SECTION 1: Association Statistics

PAGE 10

SECTION 2: Member Recruitment (Acquisition)

PAGE 19

SECTION 3: Member Engagement

PAGE 26

SECTION 4: Member Renewal and Reinstatement (Retention)

PAGE 31

SECTION 5: Challenges and Innovation

PAGE 40

SECTION 6: Dues and Membership Structure

PAGE 46

SECTION 7: Marketing Tools

PAGE 52

SECTION 8: The Demographics of Your Association

PAGE 58

SECTION 9: Words of Wisdom

PAGE 62











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EXECUTIVE SUMMARY

“I’m on your side, oh, when times get roughAnd friends just can’t be foundLike a bridge over troubled waterI will lay me down”Simon & Garfunkel, Bridge Over Troubled Water, 1970

12TH EDITION

As I write this, the world and associations continue to be challenged with the

impact of COVID-19. Associations have seen conferences and meetings canceled.

Renewal notices delivered to empty offices. And members and their companies

under significant financial stress. At the same time, as some associations struggle,

others are thriving by serving as that “bridge over troubled water” providing

crucial information, advocacy, and community to their members.

This 12th edition of the Membership Marketing Benchmarking Report gives us a look at the status of membership programs before the challenges that we are facing now. But with the accumulated data from previous research, we can also see how associations have survived and responded during and after difficult times in the past. Finally, in this year’s report, we explore the core foundations that help predict whether or not an association’s membership will thrive going into the future.



EXECUTIVE SUMMARY

HOW HAS MEMBERSHIP PERFORMED?

As a starting point, it is important to note that this benchmarking research was conducted just before the COVID-19 outbreak. However, many associations saw trouble on the horizon. A separate survey in the summer of 2019 on the Economic Outlook for Associations highlighted 56% of respondents predicted a chance of a recession in the coming months. Unfortunately, only 39% said that they had a contingency plan if there was an economic downturn. So there certainly was caution in the air coming into 2020. Considering this, it is not surprising that our benchmarking results show a moderation of growth in membership numbers for the year.

The results show that association membership remained positive over the past year, continuing a decades-long trend. A total of 42% of associations detailed that they increased numbers against 27% who said that their membership has declined. However, this represents a drop from 45% of respondents reporting growth in the previous year and 48% in our 2018 research.

Of those associations reporting membership growth, the median increase over the past year is 5%. Additionally, one-quarter of growing associations had a substantial increase of 6% to 10%. These associations shared some specific characteristics that we will explore in this report that helped produce this success.

Consistent with previous years, there is virtually no variance in the average renewal rates for associations. The mean renewal rate remains at 78% for individual membership associations and 89% for trade associations. However, 45% of associations show improvements in their new member input over the past year. So once again, we see that new member recruitment serves as the success driver for membership increases. Indeed, the associations reporting increases in new members are also significantly more likely to show improvements in their one-year and five-year membership numbers. Only 12% of participants recorded declines in new member input over the past year (down from 15% in 2019).

In summary, the data in this year’s report shows stable, but only moderate growth.

MEMBERSHIP CHANGE IN PAST YEAR

Total (n = 861)

Individual (n = 388 )

Trade (n = 244 )

Combination (n = 229)

Increased 42% 42% 43% 38%

Decreased 27% 30% 22% 26%

Remained the same 30% 27% 31% 34%

Not sure 2% 1% 4% 1%


EXECUTIVE SUMMARY


HOW HAS MEMBERSHIP RESPONDED IN THE PAST DURING CHALLENGING TIMES?

Since we began this benchmarking research twelve years ago, one of the significant disruptions impacting association membership was the Great Recession. The percentage of associations seeing increases in membership counts during that timeframe was only 36%, while 48% of associations saw an actual drop in their counts. Nevertheless, even during those very challenging times, growth remained possible for over a third of professional and trade associations that found a way to provide value to their members and to continue to reach out to prospective members. During this recession, 42% still answered that they increased their new member input.

Today, the potential for increasing membership remains. Even in our current situation, some groups are achieving increased membership counts because they are delivering such strong support to members. Some associations at this time even see the most significant new member months in their history. At the same time, others are finding themselves in very challenging situations.

Whether an association is experiencing growth or a decline in the current environment, there is still long-term hope in our data. The results from our studies in the years following the membership challenges brought on by the Great Recession, documented in our 2010 and subsequent reports, show that membership counts made a remarkable recovery. Following the economic downturn, the proportion of associations realizing increased membership very quickly rose to over 50%. Additionally, each of the four years after the Great Recession produced the best new member recruitment years to date in our research. There was a remarkably strong rebound following the Great Recession.

MEMBERSHIP CHANGE IN PAST YEAR (TREND)

Increased Decreased Remained the same

Not sure

2020 42% 27% 30% 2%

2019 45% 26% 28% 1%

2018 48% 25% 26% 2%

2017 46% 25% 28% 1%

2016 49% 22% 27% 1%

2015 46% 24% 28% 2%

2014 53% 27% 16% 4%

2013 52% 31% 16% 1%

2012 52% 29% 16% 3%

2011 49% 34% 16% 2%

2010 36% 48% 14% 3%

2009 45% 35% 16% 5%


EXECUTIVE SUMMARY


WHAT WILL DRIVE MEMBERSHIP GROWTH GOING FORWARD?

This year’s benchmarking data highlights the dominant characteristics that correlate with a successful membership program.

The first and most noteworthy condition for membership success is understanding and building the value proposition for your membership. The data shows that members join for networking with others in the field, continuing education, accessing specialized information, and learning best practices in their profession. For trade associations, advocacy is an additional reason to join. Associations that can deliver this value have demonstrated a consistent track record of healthy membership growth. Specifically, associations reporting gains in their one-year and five-year membership numbers and improvements in new members over the past year are significantly more likely to indicate that their association has a compelling or very compelling value proposition. The challenge is that only about half of associations consider their value proposition to be very compelling or compelling (48%). On the other hand, 42% find their organization’s value proposition to be only somewhat compelling.

Understanding what is important to your members and prospects and then effectively delivering on it is the foundation for a thriving membership. As one respondent shared, members “need to see value. Just because someone is a member or has been a member, it is not a given that they will renew. You need to continually show new value and ROI.”

NEW MEMBER ACQUISITION CHANGE IN PAST YEAR (TREND)

Increased Decreased Remained the same

Not sure

2020 45% 12% 34% 9%

2019 45% 15% 33% 7%

2018 47% 12% 35% 7%

2017 45% 13% 36% 6%

2016 53% 12% 30% 5%

2015 44% 15% 34% 7%

2014 58% 13% 21% 8%

2013 63% 16% 17% 4%

2012 60% 15% 17% 10%

2011 57% 16% 21% 8%

2010 42% 26% 20% 12%

2009 49% 21% 22% 10%


EXECUTIVE SUMMARY


Secondly, our data shows that a culture of innovation is the critical driver for creating member value. As one respondent made clear, “Try something new or you’ll plateau and decline.” Indeed, the survey results show that associations with increases in their membership over the past five years are significantly more likely to have a process in place for innovation and new ideas. At the same time, those showing declines over the same period are more likely to say that they have no innovation process.

One way for associations to investigate where to innovate is to determine where other associations are seeing improvement in their members’ participation and engagement, and focus attention on these offerings. In our research this year, there were five areas where respondents said that they were seeing broader member participation. Most of these growth areas reflect ways to enhance interaction with members and share information, mainly on a digital platform. The top areas seeing greater participation are:

VALUE PROPOSITION STATEMENT

Total (n = 713)

Individual (n = 312)

Trade (n = 210)

Combination (n = 191 )

Very compelling 11% 8% 17% 7% Compelling 37% 37% 38% 36%

Somewhat compelling 42% 42% 37% 47%

Not very compelling 9% 11% 8% 8% Not at all compelling 1% 2% - 1%

ORGANIZATIONAL INNOVATION PROCESS

Total (n = 713)


Trade (n = 207)


Yes, we have a specified process 18% 20% 18% 16%

No, but we are working on developing a process

28% 26% 28% 30%

No, we do not have a process 54% 54% 55% 54%

; The use of their mobile app

; Participation in their public social network

; Attendance at their webinars

; Participation in their private social network

; Participation in their young professional’s program


EXECUTIVE SUMMARY


The migration to more digital member services may also be supporting how associations are attracting emerging generations of members. Our benchmarking data shows that associations reporting increases in their one-year membership levels are more likely to have a higher percentage of Millennials in their membership.

A third way our analysis shows that associations are building a strong membership foundation is by proactively putting in place plans to engage members. Respondents have been consistent in sharing why members do not renew. This year, once again, they say members do not renew because of a lack of engagement with the organization. However, when associations establish an active program to engage members and increase their usage of benefits, membership retention increases. This year, 78% of associations that have seen an improvement in renewals state that they have a tactical plan to increase engagement.

Another core characteristic of membership growth continues to be adequately budgeting for and deploying effective marketing. Associations seeing membership gains are more likely to have raised their recruitment, engagement, and awareness budgets from the previous year. The additional funding was mostly directed to recruitment and engagement efforts. Specifically, 34% of respondents increased their budgets for recruitment, and 32% increased their engagement budget from the past year.

The marketing channel that continues to be a more significant focus for associations is paid digital advertising. As one respondent shared, “Paid digital advertising is no longer optional.” Associations with operating budgets over $1 million are significantly more likely to use online digital advertising for membership acquisition, retention, and reinstatement. Facebook paid advertising (46%), search engine optimization (37%), and retargeting (31%) are the most commonly used digital marketing tools by associations. Nevertheless, challenges remain. Respondents shared that the top impediments to effective marketing are the lack of marketing results tracking and analysis reporting (39%) and inadequate membership dashboards (34%).

In the coming months, we will likely see dramatic changes for associations.

We will continue to monitor the changes and share our research with the association

community. Your continued participation in this research is appreciated and makes

these reports possible. Thank you for your dedication and care in serving your

members in these times of “troubled water.”

THANK YOU


; There is a continued drop in the percentage of associations reporting increases in their membership over the past year (42%; down from 45% in 2019, and 48% in 2018).

• Similar to results from 2019, one-quarter of associations report declines in membership in the past year (27%), and 30% (up from 28% in 2019) report no change.

; Regardless of the type of organization, associations are more likely to report increases in membership over the past year, rather than declines or no change in membership. However, combination associations are less likely to report increases compared to IMOs and trade associations, and the percentage of combination associations reporting increases over the past year has dropped since 2019 (38% vs. 44% in 2019).

; Similar to previous years, associations reporting increases in their one-year membership are also more likely to report increases in their five-year membership numbers, their new members, and their renewals.

; The largest trade associations (500+ members) and associations with operating budgets over $20 million are significantly more likely to report increases in their membership over the past year.

; Associations reporting declines in their one-year membership are also more likely to report drops in their five-year membership, their new member numbers, and their overall renewals.


ASSOCIATION STATISTICS

HOW HAS YOUR MEMBERSHIP CHANGED IN THE PAST ONE YEAR PERIOD?

SEC

TIO

N 1

MEMBERSHIP CHANGE IN PAST YEAR

Total (n = 861)


Trade (n = 244 )


Increased 42% 42% 43% 38%

Decreased 27% 30% 22% 26%


Not sure 2% 1% 4% 1%











1

There is a continued drop in the percentage of associations reporting increases in their membership over the past year

(42%; down from 45% in 2019, and 48% in 2018).


; Overall, more than half of all associations indicate their membership increased by 1% to 5% over the past year (54%).

• The median increase that associations saw over the past year is 5%. One-quarter of associations report an increase of 6% to 10% (25%), an increase from 2019 (20%).

; Trade associations are most likely to report increases of 1% to 5% (62%). Compared to other types of associations, IMOs are more likely to report increases of 6% to 10% (27%).

• Combination associations are the most likely to report member increases of 11% to 50% over the past year (30%).


PERCENTAGE INCREASE IN MEMBERSHIP OVER PAST YEAR

Total (n = 357)


Trade (n = 106)


Mean % Increased* 11% 11% 12% 11%

Median % Increased 5% 5% 4% 6%

Increased 1% to 5% 54% 54% 62% 46%

Increased 6% to 10% 25% 27% 23% 23%

Increased 11% to 50% 19% 17% 12% 30%

Increased more than 50% 2% 2% 3% 2%

*Means are influenced by high and low numbers in the data set.

PERCENTAGE DECREASE IN MEMBERSHIP OVER PAST YEAR

Total(n = 229)


Trade (n = 53)


Mean % Decreased* 6% 6% 8% 5%

Median % Decreased 5% 4% 5% 4%

Decreased 1% to 5% 66% 71% 55% 67%

Decreased 6% to 10% 22% 16 % 34% 23%

Decreased 11% to 50% 11 % 13% 10% 10%

Decreased more than 50% <1% - 2% -


; Of associations reporting declines, the median drop over the last year is 5%. Two-thirds of associations reporting declines indicate a drop of 1% to 5% (66%).

• IMOs are most likely to report declines of this magnitude (71%, up from 65% in 2019).

; Trade associations are least likely to report declines of up to 5% (55%; down from 66% in 2019).

• Instead, trade associations are more likely than other types of associations to report declines of 6% to 10% (34%; up from 27% in 2019).

ASSOCIATION STATISTICS SECTION 1Association Statistics










1


; 46% of associations report an increase in membership over the last five years (down from 50% in 2019).

• Fewer associations are reporting declines (28% vs. 31% in 2019), while a greater percentage of associations report no significant change in membership over the past five years (20% vs. 14%).

; 47% of both trade associations and IMOs report increases in membership over the past five years, compared to 44% of combination associations. 30% of both IMOs and combination associations report declines in overall membership over the past five years, with one-quarter of trade associations reporting a five-year decline.

• Trade associations are more likely to report their five-year membership numbers have remained steady (25%) compared to other types of associations.

; Associations reporting increases in membership over the past five years are also significantly more likely to report increases in their one-year membership growth, increases in new members, and increases in their overall renewals.

; More than half of associations with operating budgets of $20 million or higher report increases in their five-year membership levels (51%).

; Associations reporting declines in their five-year membership numbers are significantly more inclined to indicate they also have declines in their one-year membership numbers, their new members, and their overall renewal rate.

; Similarly, associations that report no change over the past five-years are significantly more likely to also report no change in their one-year membership, new members, or renewal rate.


OVER THE PAST FIVE YEARS, HOW HAS THE TOTAL PERCENTAGE OF YOUR MEMBERSHIP CHANGED?

CHANGE IN MEMBERSHIP OVER PAST FIVE YEARS

Total (n = 853)


Trade (n = 241 )


Increased 46% 47% 47% 44%

Decreased 28% 30% 24% 30%


Not sure 6% 6% 4% 8%











1

46% of associations report an increase in membership over the last five years (down from 50% in 2019).


; For associations reporting an increase in membership over the last five years, the median increase is 13%.

; Many of the associations are reporting increases of 11% to 50%, with IMOs and combination associations most likely to report this magnitude of increase. 12% of associations report an increase of more than 50%, up from 9% in 2019.


PERCENTAGE INCREASE IN MEMBERSHIP OVER PAST FIVE YEARS

Total (n = 395 )


Trade (n = 1 13 )


Mean % Increased* 29 % 34 % 27 % 24 %

Median % Increased 13 % 17 % 10 % 11 %

Increased 1% to 5% 28% 27% 31% 28%

Increased 6% to 10% 17% 14% 22% 18%

Increased 11% to 50% 43% 44% 39% 43%



PERCENTAGE DECREASE IN MEMBERSHIP OVER PAST FIVE YEARS

Total (n = 239 )


Trade (n = 57)


Mean % Decreased* 11% 11% 13% 10%


Decreased 1% to 5% 36% 37% 37% 34%

Decreased 6% to 10% 32% 32% 26% 36%

Decreased 11% to 50% 31% 30% 33% 30%

Decreased more than 50% 1% 1% 4% -



; More than one-third of associations report their membership over the past five years has declined (36%; up from 30% in 2019).

; The median decline is 9% overall, although a higher percentage of IMOs and trade associations are reporting decreases of up to 5% (37% each). Combination associations are more likely to report declines of 6% to 10% over the past five years (36%).











1


; The median increase in new members over the past year is 5%, down from 8% in 2019.

• 49% of associations reporting increases in new members indicate an uptick of up to 5% (up from 42% in 2019).

• More than half of associations reporting increases in new members report growth of more than 5% (52%).

; Combination associations are most likely to show growth rates for new members above 10% (37%), compared to IMOs or trade associations (28% and 29%, respectively).


CHANGE IN NEW MEMBER ACQUISITION OVER PAST YEAR

Total (n = 841 )


Trade (n = 239)


Increased 45% 46% 46% 41%

Decreased 12% 14% 6% 15%


Not sure 9% 9% 10% 10%

PERCENTAGE INCREASE IN NEW MEMBER ACQUISITION OVER PAST YEAR

Total (n = 376 )

Individual (n = 1 76)

Trade (n = 111)


Mean % Increased* 13% 12% 13% 14%


Increased 1% to 5% 49% 50% 51% 44%

Increased 6% to 10% 21% 22% 20% 19%

Increased 11% to 50% 27% 25% 24% 33%



; Identical to 2019, 45% of associations report increases in their new members over the past year. IMOs and trade associations are more likely to report increases in new members (46% each) compared to combination associations (41%).

• 12% of participants report declines in new members over the past year (down from 15% in 2019), and 34% indicate no change in new members over the past year (up from 33% in 2019).

; IMOs and combination associations are more than twice as likely as trade associations to indicate a decline in new members over the past year.

; Associations reporting increases in new members are significantly more likely to also report increases in their one-year and five-year membership numbers, as well as increases in their overall renewals.

; Associations reporting declines in new members are also significantly more likely to report declines in one- and five-year membership, and renewal rates.

; Additionally, associations who indicate their overall new member renewal rate is less than 60% are also more likely to report declines in the number of new members.


IN THE PAST ONE YEAR, HOW HAS YOUR NEW MEMBER ACQUISITION CHANGED?











1



PERCENTAGE DECREASE IN NEW MEMBER ACQUISITION OVER PAST YEAR

Total (n = 100)

Individual (n = 54)

Trade (n = 14 )




Decreased 1% to 5% 39% 35% 50% 41%

Decreased 6% to 10% 24% 30% 7% 22%

Decreased 11% to 50% 36% 35% 36% 38%

Decreased more than 50% 1% - 7% -


; For associations reporting declines in new members over the past year, the median loss is 9% (down from 10% in 2019).

• 39% of associations report declines in the number of new members of up to 5%, while about one-quarter report losses of 6% to 10% (24%).

• More than one-third indicate declines in new members of more than 10% (37%).

; Half of trade associations report declines of up to 5% (50%), while one-third of IMOs report declines of up to 5% (35%).

• Instead, IMOs and combination associations are more likely than trade associations to report declines in new members of 6% to 10% (30% and 22%, respectively).












1

CHANGE IN MEMBER RENEWAL RATE OVER PAST YEAR

Total (n =833)


Trade (n = 236)


Increased 20% 20% 18% 24%

Decreased 24% 26% 20% 23%


Not sure 9% 12% 5% 8%

; Most associations indicate that the overall renewal rate has remained the same over the past year (48%).

• 20% report an increase in overall renewals, and 24% report a decline in overall renewal rates.

; Combination associations are the most likely to report increases in renewal rates (24%; up from 21% in 2019), while IMOs are the most likely to report declines in renewal rate (26%; same as in 2019).

• More than half of trade associations indicate that their renewal rate has

remained unchanged since 2019 (57%; up from 54% in 2019).

; Associations reporting member renewals of less than 80% are significantly more likely to also report that the overall renewal rate has declined, while those with renewal rates above 80% are significantly more likely to indicate no change in overall renewals.

; Associations that report increases in membership over the past one year and the past five years are significantly more likely to also report increases in overall renewals.

IN THE PAST ONE YEAR, HOW HAS YOUR MEMBER RENEWAL RATE CHANGED?


; Mirroring findings from 2019, the median increase for associations reporting increases in renewal rate is 3%.

; The majority of associations reporting renewal rate increases indicate growth of up to 5% (70%).

• This is true for all types of associations, with trade and combination associations

most likely to report renewal rates at this magnitude (74% and 73%, respectively).

; IMOs are more likely than trade and combination associations to report renewal increases over 10% (20%; down from 24% in 2019).


; For associations reporting declines in renewal rates, the median loss is 4% (up from 3% in 2019). About two-thirds of associations report declines in renewals of up to 5% (65%).

• IMOs and trade associations are more likely than combination associations to report declines of up to 5%.

; Overall, 33% of associations report declines in renewals of 6% to 50%.

• Combination associations are most likely to report declines of this magnitude (40%), compared to IMOs and trade associations (31% and 30%, respectively).


PERCENTAGE INCREASE IN MEMBER RENEWAL RATE OVER PAST YEAR

Total (n = 167)

Individual (n = 74)

Trade (n = 42)


Mean % Increased* 9% 9% 13 % 6%


Increased 1% to 5% 70% 66% 74% 73%

Increased 6% to 10% 14% 14% 10% 20%

Increased 11% to 50% 11% 16% 7% 8%

Increased more than 50% 4% 4% 10% -

*Means are influenced by high or low numbers in the data set.

PERCENTAGE DECREASE IN MEMBER RENEWAL RATE OVER PAST YEAR

Total (n = 197)


Trade (n = 47)




Decreased 1% to 5% 65% 68% 64% 58%

Decreased 6% to 10% 20% 14% 21% 30%

Decreased 11% to 50% 13% 17% 9% 10%

Decreased more than 50% 3% 1% 6% 2%

*Means are influenced by high or low numbers in the data set.











1













1

; Identical to 2019, the median renewal rate for first-year members is 74%, with trade associations boasting the highest first-year member renewals (87%).

• Associations reporting overall renewal rates at or above 80% are significantly more likely to also have first-year member renewal rates at 60% or higher.

; Furthermore, associations with overall renewal rates below 80%, declines in new members, and declines in overall renewals are significantly more likely to have first-year member renewal rates below 60%.

• Conversely, associations with overall renewals above 80%, increases in

one-year membership, increases in five-year membership, and increases in new members are significantly more likely to report first-year member renewals at 80% or higher.

; The smallest IMOs (up to 1,000 members) are significantly more likely to have first-year renewal rates of 80% or higher, while IMOs with more than 1,000 members are more likely to have first-year renewal rates below 60%.

• Similarly, trade associations with up to 500 members are significantly more likely to have first-year member renewal rates at 80% or higher, compared to larger trade associations.

Total

(n = 691 )IInnddiivviidduuaall (n = 311 )

Trade (n = 200)

Combination (n = 1 80)

Mean 82% 78% 89% 81%

Median 84% 81% 90% 83%

OVERALL MEMBERSHIP RENEWAL RATE

Total (n = 471)


Trade (n = 152)


Mean 72% 65% 83% 67% Median 74% 69% 87% 69%

RENEWAL RATE FOR FIRST-YEAR MEMBERS

WHAT IS YOUR OVERALL MEMBERSHIP RENEWAL RATE?

WHAT IS YOUR RENEWAL RATE FOR FIRST-YEAR MEMBERS?

; The median overall membership renewal rate is 84%. Trade associations have the highest renewal rates (90%), compared to IMOs and combination associations (81% and 83%, respectively).

• Associations with increases in one-year and five-year membership levels, as well as new member renewals, are significantly more likely to have renewal rates at 80% or higher.

; Associations with first-year renewals below 80% are significantly more likely to have overall renewals that are also below 80%.

; The smallest IMOs (up to 1,000 members) are significantly more likely than larger IMOs to have renewal rates at 80% or higher.


; Almost identical to findings from 2019, IMOs are most likely to report that the largest percentage of the membership is Baby Boomers (35%), followed by Generation X (29%).

• Millennials make up 21% of the IMO membership.

; Associations reporting increases in their one-year and five-year membership levels are more likely to have a greater percentage of Millennials in the membership.



PLEASE INDICATE WHAT PERCENTAGE OF YOUR MEMBERSHIP BELONGS TO EACH OF THE FOLLOWING GENERATION GROUPS.











1

Associations reporting increases in their one-year and five-year membership levels are more likely to have a greater

percentage of Millennials in the membership.

BORN 1946 – 1964AND EARLIER

WHAT GENERATION GROUP DO YOUR MEMBERS BELONG IN?

BABY BOOMERSBORN 1965 – 1979

GENERATION XBORN 1980 – 1995

MILLENNIALBORN 1996 OR LATER

GENERATION ZBORN 1945

%29%9 %21 %7%35

230 INDIVIDUAL MEMBER ASSOCIATIONS SURVEYED



MEMBER RECRUITMENT

SEC

TIO

N 2

WHICH RECRUITMENT MARKETING CHANNELS GET YOUR ORGANIZATION THE MOST NEW MEMBERS? You may select up to five answer choices.

CHANNELS THAT GET MOST NEW MEMBERS

Total (n = 772)


Trade (n = 228)


Word-of-mouth recommendations

67% 65% 70% 66%

Email 52% 55% 47% 53%

Association-sponsored events/meetings

46% 42% 52% 47%

Personal sales calls

19% 7% 39% 16%

Promotion or exhibiting at conferences/trade shows

18% 16% 23% 16%

Direct mail 18% 22% 11% 18%

Association social media 18% 20% 11% 20%

Chapters 14% 17% 6% 18%

Paid online digital marketing 10% 15% 5% 8%

Advertising in publications 3% 3% 2% 2%

Telemarketing 2% 2% 2% 1%

Radio or TV 1% - <1% 1%

Other 10% 12% 6% 12%











2

; Continuing the trend from previous years, word-of-mouth recommendations and email remain the two best channels for acquiring new members (67% and 52%, respectively).

• However, the percentage of associations that indicate email as a top vehicle for new member acquisition has declined (52% vs. 62% in 2019).

Please see explanations on following page


; Compared to IMOs and combination associations, trade associations consider word-of-mouth marketing to be a more effective marketing channel, and email to be a less effective marketing channel.

• Trade associations report that association-sponsored events/meetings tend to be more effective for recruiting new members. Additionally, trade associations indicate that personal sales calls are also highly effective (39%), while for IMOs and combination associations, direct mail and association social media are among the most effective tools.

; Associations reporting increases in their five-year membership are significantly more likely to consider association-sponsored events/meetings to be an effective recruitment channel.

; Associations reporting increases in new members over the past year are significantly more inclined to employ personal sales calls to recruit new members.

; Associations reporting increases in overall member renewal rates over the past year are significantly more likely to consider promotion or exhibition at conferences and trade shows an effective recruitment method.

; Small associations—those with up to 1,000 members or operating budgets of up to $1 million—are significantly more likely to recruit new members effectively through word-of-mouth marketing and/or personal sales calls.

; IMOs with over 5,000 members are significantly more likely to consider email a highly effective recruitment tool. IMOs with fewer than 20,000 members report that association-sponsored events/meetings are effective for recruiting new members, while those with over 20,000 members, as well as those with over $20 million in their operating budget, are significantly more inclined to consider direct mail to be highly effective.

; Additionally, the largest associations—those with over 20,000 members and those with over $5 million in their operating budget—are significantly more likely to report that paid online digital marketing is very effective for recruiting new members.


Continuing the trend from previous years, word-of-mouth recommendations and email remain the two best channels for acquiring

new members (67% and 52%, respectively).

MEMBER RECRUITMENT











22



MEMBER RECRUITMENT











22

WHICH OF THE FOLLOWING PAID DIGITAL MARKETING TOOLS, IF ANY, DO YOU USE? Please select all that apply.

; Facebook paid advertising (46%), search engine optimization (37%), and retargeting (31%) are the most commonly used digital marketing tools.

• Overall, almost three in ten associations use no digital marketing (29%); more than one-third of trade associations do not use any digital marketing (37%), a higher percentage than IMOs (22%) and combination associations (30%).

; For trade and combination associations using digital marketing, lead generation content marketing is more often used over retargeting.

; Paid banner ads on other websites and search engine marketing are more often used by IMOs than by trade or combination associations.

; Results indicate that IMOs with over 20,000 members and associations with operating budgets of $20 million or more are significantly more likely than smaller or less financially endowed associations to utilize multiple digital tools including Facebook paid advertising, search engine optimization, retargeting, lead generation content marketing, LinkedIn paid advertising, and search engine marketing.

PAID DIGITAL MARKETING TOOLS USED

Total (n = 759)

Individual (n =333)

Trade (n = 222)


Facebook Paid Advertising

46% 55% 35% 44%

Search engine optimization (SEO)

37% 43% 31% 35%

Retargeting (Facebook, AdRoll, or Google)

31% 40% 19% 30%

Lead generation content marketing (e.g., white papers, videos, webinars)

30% 30% 28% 31%

LinkedIn Paid Advertising

22%

24%

19%

23%

Paid banner ads on other websites

21% 27% 19% 14%

Search engine marketing (SEM pay-per-click) 17% 22% 10% 15%

Other

3%

3% 3%

3%

None 29% 22% 37% 30%



MEMBER RECRUITMENT

FOR WHAT MARKETING PROMOTIONS DO YOU USE PAID ONLINE DIGITAL ADVERTISING PLATFORMS? Please select all that apply.

MARKETING PROMOTIONS USING PAID DIGITAL MARKETING

Total (n = 754)


Trade (n = 220)


Annual conference/trade show 50% 54% 41% 51%

Membership 46% 58% 27% 47%

Professional development meetings/programs

37%

37% 31%

43%

Webinars 19% 20% 16% 20%

Other non-dues product or service purchases

16%

15%

15%

21%

Volunteer opportunities within your organization

7%

8%

5%

6%

Donations to association foundation or PAC

6%

8%

3%

5%

None 27%

22%

36%

27%











22

; Associations, in general, most often use paid digital marketing to promote their annual conference/trade show (50%), membership (46%), and professional development meetings/programs (37%).

; For IMOs, membership is most often promoted through paid digital marketing (58%), while for trade and combination associations, the annual conference/trade show is most often promoted using paid digital marketing (41% and 51%, respectively).

; Associations reporting increases or no change in the number of new members over the past year are significantly more likely to use paid digital advertising to promote webinars, compared to associations reporting declines in new members.

; Those associations indicating an increase in overall renewals over the past year are significantly more likely to use paid digital advertising to promote annual conference/trade shows.

• Additionally, IMOs with more than 5,000 members, trade associations with more than 500 members, and associations with operating budgets over $1 million are significantly more apt to use online digital advertising to promote the annual conference/trade show.

; The largest IMOs (over 20,000 members) and associations with operating budgets over $1 million are significantly more likely to use paid digital advertising for membership acquisition, retention, and reinstatement.

; The largest trade associations (over 500 members) are significantly more likely to use digital online advertising to promote professional development meetings/programs.

; IMOs with over 20,000 members and associations with budgets over $20 million are significantly more inclined to use paid online digital platforms to promote donations to their foundations or PACs.



MEMBER RECRUITMENT











22

HOW EFFECTIVE ARE THE FOLLOWING OFFERS FOR RECRUITING NEW MEMBERS?

EFFECTIVENESS OF OFFERS FOR RECRUITING NEW MEMBERS (VERY EFFECTIVE/EFFECTIVE)

Total Individual Trade Combination

Conference or convention discount

58% 61% 54% 58%

Dues discount for first year 49% 60%

38%

45%

Monthly or quarterly installment dues

46% 51% 42% 44%

Additional months free (e.g., 15 months for price of 12)

41% 48% 31% 39%

Multiple-year dues discount

37% 43%

29%

33%

Product discount, coupons or voucher

35% 36% 35% 33%

Free trial 30% 29% 32% 28%

Member-referral incentives(given to members)

28% 30% 25% 28%

Free gifts or premiums 25% 28% 14% 28%

No risk/dues back guarantee (refundable dues) 22% 10% 36% 20%

Drawing or contests 13% 13% 13% 14%

; Similar to findings from 2019, conference/convention discounts and first-year dues discounts are the most effective offers for recruiting new members (58% and 49%, respectively).

• However, in the current study, the choice of monthly or quarterly installment dues becomes the third most effective offer (46%, up from 37% in 2019), eclipsing the offer of additional free months (41%, down from 46% in 2019).

; Trade associations are more likely to consider monthly or quarterly installment dues to be a more effective offer than discounts in dues for the first year.

; For IMOs, a multiple-year dues discount is a highly effective offer compared to trade or combination associations (43%, vs. 29% for trade and 33% for combination associations).

; More than one-third of trade associations consider the no risk/dues back guarantee highly effective (36%) compared to IMOs or combination associations (10% and 20%, respectively).

; Associations reporting increases in one-year and five-year membership, and increases in overall renewal rates are significantly more likely to find that conference/convention discounts are an effective offer for recruiting new members.

; Associations showing increases in their overall membership over the past year are significantly more likely to consider dues discounts for the first year to be a very effective offer.

; For the largest IMOs (over 20,000 members) and associations with operating budgets of over $5 million, the dues discount for the first year is considered a highly effective offer for new member recruitment.



MEMBER RECRUITMENT

WHAT DO YOU BELIEVE ARE THE TOP THREE REASONS MEMBERS JOIN YOUR ORGANIZATION?











22


Total (n = 750)


Trade (n = 220)


Networking with others in this field

61% 55% 69% 62%

Continuing education/professional certification

36% 40% 24% 41%

Accessing specialized and/or current information

32% 28% 38% 34%

Learning best practicesin their profession

28% 26% 28% 30%

Attending conferences/trade shows

26% 28% 25% 23%

Supporting the mission of the association

26% 24% 30% 24%

Supporting advocacy 21% 17% 33% 15%

Advancing their career 18% 27% 5% 19%

Obtaining discounts on product or meeting purchases

18% 21% 12% 19%

Receiving recognition or prestige by belonging to the association 15% 13% 16% 17%

Using affinity programs (insurance, rental cars, retail discounts, etc.)

6% 5% 9% 6%

Other

7%

9%

6%

7%

Not sure 1% 1% 1% -

TOP REASONS MEMBERS JOIN ORGANIZATION

; More than six in ten association executives indicate that members join to network with others in the field (61%; up from 57% in 2019).

• About one-third of members join to access the continuing education/professional development (36%) or to access specialized and current industry information (32%; up from 25% in 2019).

; Executives from IMOs and combination associations are highly likely to indicate that members join for the continuing education/professional development, whereas executives from trade associations are more likely to believe members join to support advocacy efforts conducted on behalf of the industry.



MEMBER RECRUITMENT











22

HOW COMPELLING IS YOUR ASSOCIATION’S

VALUE PROPOSITION TO YOUR MEMBERS?

TOTAL OF 713 ASSOCIATIONS SURVEYED

VERYCOMPELLING

SOMEWHATCOMPELLING

NOT VERYCOMPELLING

NOT AT ALLCOMPELLINGCOMPELLING

11PERCENT

9PERCENT

1PERCENT

42PERCENT

37PERCENT

; Executives from trade and combination associations are more likely to agree that members join to access specialized information compared to executives from IMOs.

; Additionally, executives from IMOs are substantially more likely to believe that members join to help advance their careers.

; Executives from associations showing increases or no change in new members over the past year are significantly more likely to believe members join to learn best practices in their field. Additionally, associations reporting increases in the overall renewal rates are

significantly more likely to report that members join to network with others.

; Executives with associations reporting increases in new member renewal rates of over 60%, and associations with operating budgets less than $20 million, are significantly more likely to believe members join to network with others in the profession.

; IMO executives from associations with more than 1,000 members are significantly more likely to claim members join for the continuing education/professional certification aspects of membership.

HOW COMPELLING IS YOUR ASSOCIATION’S VALUE PROPOSITION TO MEMBERS?

; Approximately half of associations consider their value proposition to be very compelling or compelling (48%; 49% in 2019). 42% consider the association’s value proposition to be somewhat compelling.

; More than half of trade associations consider their value proposition to be very compelling or compelling (55%).

; Associations reporting overall member renewal rates at 80% or above, new member renewal rates over 80%, increases in their one-year and five-year membership numbers, increases in new members or overall member renewals over the past year are significantly more likely to indicate that their association has a compelling or very compelling value proposition.



DO YOU HAVE A TACTICAL PLAN TO INCREASE ENGAGEMENT?

MEMBER ENGAGEMENT

SEC

TIO

N 3

67%

26%

7%

66%

26%

9%

71%

22%

7%

67%

29%

5%

Yes No Not sure

Total (n = 748)


Trade (n = 220)


; The majority of associations have a tactical plan to increase engagement (67%).

; Trade associations are more likely than IMOs or combination associations to have a tactical plan to increase engagement (71% vs. 66% and 67%, respectively).

; 78% of associations that have seen a renewal rate increase in the past year also have a tactical plan to increase engagement.

• By contrast, 69% of associations that have seen a renewal rate decline have tactical plans to increase engagement.











33

78% of associations that have seen a renewal rate increase in the past year also have a tactical plan to increase engagement.



MEMBER ENGAGEMENT











33

; A welcome email is the most commonly used method to onboard or engage new members (80%).

; Members-only website sections (48%), opportunities to create a membership profile (47%), and new-member engagement email

series (43%) are the next most common methods used to onboard or engage new members.

; Associations with a renewal rate of 80% or higher are significantly more likely to extend an invitation to use members-only website sections (52% vs. 42%).

COMMUNICATION METHODS TO ONBOARD NEW MEMBERS

Total (n = 745)


Trade (n = 217)


Welcome email(s) 80% 77% 77% 86%

Invitation to use members-only website sections 48% 47% 49% 49% Opportunity to create a membership profile 47% 50% 39% 52%

New-member engagement email series 43% 49% 36% 41%

Membership card or certificate 42% 51% 27% 43%

Mailed welcome kit 42% 43% 40% 41%

Invitation to join the online community 37% 40% 32% 38%

Emailed welcome kit 36% 33% 45% 32%

Invitation to follow/like association’s social media (public or private) page(s)

32% 34% 31% 31%

Welcome phone call 30% 19% 49% 29%

Invitation to volunteer 28% 32% 26% 25%

In-person new-member reception or orientation 24% 18% 35% 23% Invitation to chapter meeting 18% 21% 13% 17%

New-member survey 17% 18% 13% 19%

New-member gift(e.g., gift card, calendar, or notepad)

13% 13% 14% 11%

New -member webinars 11% 9% 15% 12%

Other 4% 3% 8% 3%

No special communication 2% 2% 2% 2%

WHICH OF THE FOLLOWING COMMUNICATION METHODS DO YOU USE TO HELP ONBOARD OR ENGAGE NEW MEMBERS IN THE ASSOCIATION? Check all that apply.



65%

62%

53%

52%

52%

50%

49%

44%

44%

41%

39%

37%

36%

33%

31%

23%

34%

35%

42%

43%

39%

38%

38%

54%

48%

53%

53%

52%

52%

59%

63%

60%

2%

2%

5%

5%

9%

12%

13%

2%

8%

6%

8%

11%

11%

9%

6%

17%

Mobile app usage

Participation in public social network

Attendance at webinars

Participation in private social network

Participation in young professional program

Number of members who acquire or maintain a certification with organization

Attendance atannual conference/trade show

Number of visits to members-only section of website

Attendance at professional development meetings

Number of membership upgrades

Participation in mentoring program

Purchase or maintain insurancethrough organization

Donations to association foundation or PAC

Use of career services (e.g., Career Center)

Volunteerism with organization

Book or directory purchases

Total

Increased Stayed the same Decreased

MEMBER ENGAGEMENT











33

IN THE PAST FISCAL YEAR, HOW HAS MEMBER ENGAGEMENT AND PARTICIPATION CHANGED WITHIN EACH OF THE FOLLOWING AREAS? Please indicate N/A if a particular item is not offered or not relevant to your association.




MEMBER ENGAGEMENT











33

; Online membership surveys are the leading means by which associations track member satisfaction (74%).

; Trade associations and combination associations (56% and 52%, respectively) are

significantly more likely than IMOs (42%) to use face-to-face interactions and feedback to track member satisfaction.

; Focus groups are less popular, used by only 18% of associations.

; While 62% of associations saw an increase in engagement with their public social network, this rate of increase is down from 64% last year and 70% in 2018.

; Associations saw an increase in webinar attendance (53%) over last year, but it’s still down from its high of 60% in 2016.

; Among organizations with both one-year and five-year membership growth, member engagement and participation is higher—often significantly—than among associations with negative growth.

; Associations that experienced new member growth in the past year also saw a significantly higher increase in conference/trade show attendance.

• 56% of associations with new member growth experienced conference/trade show growth, compared to 35% among those experiencing a decrease and 46% among those experiencing no change in new membership growth.

TRACKING MEMBER SATISFACTION

Total(n = 732)


Trade (n = 210)


Online membership surveyssent to the membership

74% 78% 67% 75%

Face-to-face interactions and feedback (other than focus groups)

49% 42% 56% 53%

Focus groups 18% 18% 14% 24%

Social media polling or feedback

11% 12% 11% 10%

Phone -based membershipsurveys with the membership

11% 10% 15% 9%

Mail-based membership surveys sent to the membership

7% 7% 10% 4%

Other 4% 1% 8% 4%

My association does not track member satisfaction

12% 11% 12% 14%

HOW DOES YOUR ASSOCIATION TRACK MEMBER SATISFACTION?

Check all that apply.



MEMBER ENGAGEMENT











33

ONLINE COMMUNITY SERVICE

Total (n = 717)


Trade (n = 203)


Higher Logic 25% 30% 16% 25%

YourMembership (YM) 5% 3% 5% 7%

Community Brands 1% 1% 3% -

Personify360 1% 1% - 2%

Small World Community <1% 1% - 1% Evoq <1% <1% 1% -

Causeway <1% - 1% -

Pathable <1% <1% - -

Other 22% 23% 22% 21%

We don't offer an online community

46% 41% 53% 45%

WHAT SERVICE DO YOU USE FOR YOUR ONLINE COMMUNITY?

; 25% of associations use Higher Logic.

; 46% of associations do not use an online community.

; At 53%, trade associations are most likely not to use an online community.



MEMBER RENEWAL AND REINSTATEMENT

SEC

TIO

N 4

IS MEMBERSHIP RENEWAL BASED ON A FIXED CALENDAR DATE FOR ALL MEMBERS OR AN ANNIVERSARY DATE FROM THE START OF THE MEMBERSHIP?

; 53% of associations tie membership renewal to the anniversary date, while 44% used a fixed calendar date.

; Associations with a high renewal rate (80% or higher) are significantly more likely to use a fixed calendar date for renewals (53% vs. 26%).

44%

53%

4%

48%51%

2%

53%

41%

6%

28%

68%

4%

Fixed calendar date Membership anniversary date Other

Total (n = 731)


Trade (n = 208)












44

AFTER A MEMBERSHIP EXPIRES, HOW LONG IS YOUR ASSOCIATION’S GRACE PERIOD FOR ACCESSING MEMBER BENEFITS?

One month 20% 21% 14% 25%

2 to 3 months 46% 45% 50% 44%

4 to 6 months 9% 8% 11% 7%

7 to 12 months 3% 2% 7% 1%

More than a year 2% 1% 3% 1%

We don’t offer a grace period 21% 24% 16% 23%

LENGTH OF GRACE PERIOD

Total(n = 731)

Trade(n = 208)

Combination(n = 199)

Individual(n = 324)

; 21% of associations do not offer a grace period, up from 17% in 2019.

; 66% of associations offer a grace period of up to three months, with the majority offering a grace period of two to three months (46%).



One month 21% 23% 19% 2 to 3 months 46% 41% 51% 4 to 6 months 8% 3% 12% 7 to 12 months 1% 1% 1% More than a year 1% - 1% We don’t offer a grace period 23% 32% 16%

LENGTH OF GRACE PERIOD BY RENEWAL RATE (IMOs)

80%+(n = 160)

LT 80%(n = 120)

Total(n = 280)

; Associations with a high renewal rate (80% or higher) are significantly more likely to offer a grace period than organizations with lower renewal rates (84% vs. 68%).

; Associations with higher first-year member renewal rates (60% or higher) are significantly more likely to offer a grace period for renewal (85% vs. 65%).

FOR EACH MEMBER, HOW MANY OF EACH OF THE FOLLOWING MEMBERSHIP RENEWAL EFFORTS DO YOU HAVE IN YOUR RENEWAL SERIES?

; Email is the most popular method for contacting members to renew their membership, with an average of four emails per renewal series.

; Email is more widely used by larger, bigger-budget associations.

; Associations seeing one- and five-year declines in membership are more likely to use email.

MEDIAN NUMBER OF MEMBERSHIP RENEWAL

EFFORTS IN RENEWAL SERIES

Total Individual Trade Combination

Email 4 4 3 4

Paid Digital Ads 3 3 3 3 Mail 2 2 2 2

Text 1 1 2 2

Phone 1 1 2 1












44














44

WHEN DO YOU START THE RENEWAL EFFORT?

; 71% of associations wait until at least three months prior to expiration to begin renewal efforts.

; The third month from expiration is the most common month in which to start renewal efforts (39%).

START RENEWAL EFFORT

Total (n = 726)


Trade (n = 208)


Immediately after welcoming 8% 7% 11% 7%

Prior to 6 months before expiration 3% 3% 6% 2%

At 6 months prior to expiration 3% 3% 4% 3%

5 months prior to expiration 2% 2% 1% 2%




1 month prior to expiration 9% 8% 10% 9%

The month of expiration 4% 4% 7% 3%

Not sure 4% 4% 6% 3%

At the month of expiration 3% 3% 3% 2%

1 month after expiration 11% 12% 6% 13%

2 months after expiration 9% 10% 8% 10%





More than 6 months after expiration 10% 12% 8% 10%

We don't stop contact 18% 18% 21% 16%

Not sure 4% 3% 7% 3%

END RENEWAL EFFORTS

Total(n = 724)

Individual(n = 320)


Trade(n = 208)

WHEN DO YOU END RENEWAL EFFORTS (STOP RENEWAL CONTACTS TO THE MEMBER)?

; 47% of associations cease renewal efforts within the first three months after expiration.

; Associations with lower renewal rates (less than 80%) are significantly more likely to give up renewal efforts after only one month (17% vs. 11%).














44

WHICH OF THE FOLLOWING MARKETING CHANNELS GENERATES THE MOST MEMBERSHIP RENEWALS? You may select up to THREE choices.

; Email marketing (80%), direct mail (49%), and staff phone calls (45%) are the marketing channels most likely to generate the most membership renewals.

; IMOs and combination associations are significantly more likely to cite email marketing as effective in generating renewals (85% and 81%, respectively, vs. 70% for trade associations).

; Associations with higher renewal rates (80% and higher) are significantly more likely to find staff phone calls effective (52% vs. 30%).

; Associations with larger budgets ($10 million and over) are significantly more likely to generate membership renewals using direct mail (60% vs. 42%).

TOP MARKETING CHANNELS FOR RENEWALS

Total (n = 722)


Trade (n = 206)


Email marketing 80% 85% 70% 81%

Direct mail 49% 52% 40% 53%

Phone calls (staff, board, or chapter) 45% 31% 67% 44%

Member or employer contacts 28% 20% 38% 30%

Social media 10% 13% 7% 9%


Texting 4% 5% 2% 4%

Magazine cover wraps 3% 4% 1% 4%

Paid digital ads 2% 4% 1% 2%

Other 6% 7% 7% 3%

Email marketing (80%), direct mail (49%), and staff phone calls (45%) are the marketing channels most likely

to generate the most membership renewals.














44

DO YOU OFFER ANY OF THE FOLLOWING RENEWAL OPTIONS? Check all that apply.

; 30% of associations do not offer any of the listed renewal options.

• This is especially true among trade associations, for which 42% do not offer any of these renewal options.

; IMOs and combination associations are significantly more likely to offer an automatic annual credit card renewal option (34% and 27% vs. 17% of trade associations).

; 22% of associations with a renewal increase use a renewal bill-me option, significantly more than those that experienced a decline (14%).

; Larger IMOs (over 20,000 members) are significantly more likely to use automatic annual credit card renewals than smaller organizations (44% vs. 28%).

; Associations with new member renewal rates of 60% or higher are significantly more likely to offer automatic annual electronic funds transfers for renewals (19% vs. 9%).

TOP 3 RENEWAL OPTIONS BY SIZE: INDIVIDUAL

Up to 1,000 (n = 141 )

1,001 to 5,000 (n = 124)

5,001 to LT 20,000 (n = 142)

20,000+ (n = 101)

1 (tie). Installment payments

1. Multi-year renewal

1. Automatic credit card renewal


1 (tie). Automatic credit card renewal


2. Lifetime membership

2. Multi -year renewal

3. Bill -me 3. Lifetime membership



TOP 3 RENEWAL OPTIONS BY SIZE: TRADE

Up to 100 (n = 68)

101 to LT 500 (n = 130)

500+ (n = 197 )

1. Automatic annual credit card renewal

1. Installment payments 1. Installment payments


2. Bill-me 2. Automatic annual credit card renewal

2 (tie). Multi-year renewal

3 (tie). Automatic annualcredit card renewal

3 (tie). Automatic annual EFT renewal


TOP 3 RENEWAL OPTIONS BY SIZE: INDIVIDUAL

Up to 1,000 (n = 141 )

1,001 to 5,000 (n = 124)

5,001 to LT 20,000 (n = 142)

20,000+ (n = 101)


1. Multi-year renewal



1 (tie). Automatic credit card renewal




3. Bill -me 3. Lifetime membership



TOP 3 RENEWAL OPTIONS BY SIZE: TRADE

Up to 100 (n = 68)

101 to LT 500 (n = 130)

500+ (n = 197 )

1. Automatic annual credit card renewal

1. Installment payments 1. Installment payments


2. Bill-me 2. Automatic annual credit card renewal

2 (tie). Multi-year renewal

3 (tie). Automatic annualcredit card renewal
















44

; Lack of engagement is increasingly cited as a reason for why members do not renew. At 43%, this is up from a low point of 33% in 2016.

; Lack of engagement is especially high among trade associations at 56%, up from 40% in 2016.

• In fact, it is significantly higher than IMOs (37%) and combination associations (39%).

; Among IMOs, 33% cite forgetting to renew as a factor in non-renewals; this is significantly higher than among trade associations (16%) and combination associations (24%).

TOP REASONS FOR NOT RENEWING MEMBERSHIP

Total (n = 725)


Trade (n = 210)


Lack of engagement with the organization 43% 37% 56% 39%

Budget cuts/economic hardship of company 29% 14% 50% 32%

Could not justify membership costs with any significant ROI

28% 22% 37% 31%

Forgot to renew 25% 33% 16% 24%

Left the field, industry, or profession 25% 30% 11% 32%

Lack of value 25% 27% 21% 25%

Employer won’t pay or stopped paying dues 25% 31% 5% 35%

Company closed or merged 19% 2% 45% 18%

Retirement 19% 27% 4% 19%

Too expensive 17% 22% 12% 15%

Student memberships do not convert to full memberships

8% 14% 1% 9%

Young professional memberships do not convert to full memberships

4% 9% - 2%

Disagree with advocacy position of the association

3% 2% 4% 2%

Other 8% 9% 6% 6%

Not sure 2% 1% 3% -

WHAT DO YOU BELIEVE ARE THE TOP REASONS MEMBERS DO NOT RENEW THEIR MEMBERSHIP IN YOUR ORGANIZATION? You may select up to THREE choices.














44

Total (n = 724)

Individual (n = 319) (n = 209)

Trade


We continue indefinitely to contact lapsed members 29% 21% 37% 33%

1 year after expiration 23% 25% 20% 22%

2 years after expiration 8% 8% 8% 10%

3 years after expiration 9% 9% 5% 12%

4 to 5 years after expiration 4% 7% 2% 3%

6 or more years after expiration 1% 2% - -

Other 8% 10% 9% 4%

Not sure 5% 4% 7% 4%

We don't contact lapsed members 13% 14% 12% 12%

CONTACT AFTER LAPSE OR EXPIRATION

; 29% of associations continue to contact lapsed members indefinitely; this is down from 33% in 2018.

; Trade associations (37%) and combination associations (33%) are significantly more likely than IMOs to continue indefinite contact (21%).

; Smaller budget associations (less than $1 million) are significantly more likely not to contact lapsed members at all (20% vs. 11%).

AFTER A MEMBERSHIP LAPSES OR EXPIRES, HOW LONG DO YOU CONTINUE TO CONTACT THE MEMBER TO INVITE THEM TO REINSTATE THEIR MEMBERSHIP?

Lack of engagement is increasingly cited as a reason for why members do not renew. At 43%, this is up from a low point of 33% in 2016.














44

TOP CHANNEL FOR REINSTATING LAPSED MEMBERS

Total (n = 684)


Trade (n = 196)


Email 76% 81% 66% 78%

Phone 37% 24% 56% 39%

Direct mail 30% 38% 20% 28%

Social media 4% 5% 4% 4%

Paid digital ads 2% 2% 1% 3%

Text 1% 1% 1% 1%

Other 12% 10% 19% 9%

WHAT CHANNEL GENERATES THE MOST REINSTATED LAPSED MEMBERS? Please select up to TWO answer choices

; 76% of associations say that email generates the most reinstated lapsed members; this continues a trend upward from 68% in 2018.

; 56% of trade associations say that phone calls have generated the most reinstated lapsed members, a figure significantly higher than IMOs (24%) and combination associations (39%).

; Direct mail is significantly more effective among IMOs; 38% of IMOs cite it as an effective source of lapsed member reinstatements, compared to 20% of trade associations and 28% among combination associations.

; 78% of associations experiencing both one- and five-year membership growth cite email as the most effective means of reinstating lapsed members.

; IMOs with 1,000 or fewer members are significantly more likely to generate lapsed member reinstatements via phone than larger IMOs (40% vs. 25%).














44

BUDGET CHANGE FOR EACH STAGE OF MEMBERSHIP LIFECYCLE* TOTAL

Increased Stayed the Same

Decreased

Recruitment 34% 48% 4%

Engagement 32% 50% 3%

Awareness 23% 50% 3%

Renewal 21% 64% 3%

Reinstatement 13% 60% 2%

* Did Not Budget not shown

HOW HAS THE BUDGET CHANGED FROM LAST YEAR FOR EACH OF THE FOLLOWING MARKETING PROGRAMS?

; Recruitment (34%) and Engagement (33%) are the two stages most likely to have seen a budget increase in the past year.

; Associations seeing one-year and five-year membership increases are more likely to have increased their recruitment, engagement, and awareness budgets in the past year.

; Associations seeing an increase in new members in the past year are more likely to have increased their budget in all phases of the membership lifecycle.


CHALLENGES AND INNOVATION

SEC

TIO

N 5


WHAT ARE YOUR ORGANIZATION’S BIGGEST INTERNAL CHALLENGES TO GROWING MEMBERSHIP? Please select up to THREE responses.











55

BIGGEST INTERNAL CHALLENGES TO GROWING MEMBERSHIP

Total (n = 712)


Trade (n = 204)


Difficulty in communicating value or benefits 36% 35% 37% 36%

Insufficient staff 31% 27% 34% 37%

Difficulty in proving ROI 24% 20% 35% 19%

Difficulty identifying/contacting prospects 22% 23% 20% 23%

Lack of a strategy or plan 21% 19% 21% 22%

Inadequate association management database 19% 17% 19% 22%

Membership too diverse, difficulty meeting needs of different segments

18% 16% 22% 19%

Insufficient budget 17% 17% 14% 19%

Difficulty attracting and/or maintaining younger members

17% 22% 9% 17%

Lack of marketing expertise 13% 12% 10% 16% Difficulty in converting student memberships to regular memberships

13% 21% 2% 10%

Weak product or service offerings 12% 14% 7% 14%

Inadequate research to understand market 10% 11% 8% 8%

Lack of integration between national and chapters 7% 9% 5% 7%

Misalignment of goals between board and executive staff

4% 5% 2% 4%

Other 5% 5% 6% 4%

; Similar to findings from 2019, the three biggest internal challenges to growing membership include difficulty in communicating value or benefits (36%; down from 38% in 2019), insufficient staff (31%; down from 35% in 2019), and difficulty in proving ROI (24%; down from 25% in 2019).

; Across all types of associations, insufficient staff and difficulty in communicating membership value or benefits are both considered top challenges.

• However, executives in IMOs and combination associations tend to have more difficulty

in identifying/contacting prospects than in proving ROI (23% each).

; Associations reporting declines in their one-year and five-year membership levels are significantly more likely to report challenges in attracting and/or maintaining younger members.

; Associations reporting a decline in overall renewals are significantly more likely to struggle with the lack of a strategy or plan for growing membership.

; IMOs with fewer than 20,000 members, trade associations with up to 100 members, and


CHALLENGES AND GOALS


organizations with less than $20 million in operating funds are significantly more likely to struggle with insufficient staff than their larger counterparts.

; Trade associations with 500 members or more face challenges in communicating value or benefits and have difficulty proving ROI significantly more than their smaller trade association counterparts.

; IMOs with fewer than 1,000 members and those with less than a $20 million operating budget struggle significantly more than larger associations with the lack of a strategy or plan for membership growth and insufficient budgets.

; IMOs with more than 1,000 members face significantly more challenges in converting student members to regular memberships compared to the smallest IMOs.

WHAT ARE YOUR ORGANIZATION’S BIGGEST EXTERNAL CHALLENGES TO GROWING MEMBERSHIP? Please select no more than TWO responses.

BIGGEST EXTERNAL CHALLENGES TO GROWING MEMBERSHIP

Total (n = 710)


Trade (n = 207)


Competitive association(s) or sources of information

41% 41% 40% 41%

Economy/cost of membership 39% 44% 37% 33%

Declining member/employer budgets 34% 33% 30% 41%

Perception of the association and/or its culture (i.e., old boy's network, not specialized enough)

34% 38% 29% 35%

Lack of brand awareness 34% 32% 35% 37%

Industry consolidation/industry shrinkage 24% 16% 37% 24%

Changing demographics of industry/fewer young people in industry

20% 24% 12% 22%

Market saturation 13% 13% 11% 14%

Other 7% 9% 4% 6%

; The biggest external challenges to growing membership include competitive associations or sources of information (41%; up from 38% in 2019) and the economy/cost of membership (39%; down from 41%).

; Across all association types, organizations struggle in the face of competitive associations or other sources of information. However, where IMOs and trade associations face challenges due to economic hardships, combination associations are more likely to struggle with declining member/employer budgets (41%).

; Additionally, trade associations are significantly more likely to face challenges due to industry consolidation/industry shrinkage that IMOs or combination associations are less affected by.

; Associations reporting declines in one-year and five-year membership levels are significantly more likely to struggle with competitive associations/sources of information, declining member/employer budgets, and the perception of the association and/or its culture than are associations reporting increases in membership over those same time periods.

continued on following page











55


; Associations indicating increases in membership over the past year are significantly more likely to struggle with a lack of brand awareness.

; Associations with operating budgets under $5 million are significantly more likely to

struggle with the lack of brand awareness, while those with operating budgets over $5 million are significantly more inclined to face challenges due to industry consolidation/shrinkage.



LOOKING TO THE FUTURE, WHAT ARE THE BIGGEST THREATS THAT COULD IMPAIR THE VIABILITY OF YOUR ASSOCIATION? Please select no more than THREE responses.

; Association executives indicate that the greatest threats to their viability include an economic recession (66%), staff turnover/retirements (42%), and technology changes (33%). This remains true for IMOs and combination associations.

• However, trade associations are more likely to consider legislation/regulatory changes to be a bigger threat to the association’s viability than changes in technology (36% vs. 27%).

; Executives from IMOs are significantly more likely than those from trade or combination associations to indicate that unwise board actions are a threat to the association’s viability (29% vs. 13% for trade and 21% for combination associations).

• Similarly, associations reporting declines in their one-year and five-year membership numbers are significantly more likely to indicate that unwise board actions can impair the viability of the association.

; Associations reporting increases or no change in their new members over the past year are significantly more likely to indicate that legislation and regulatory changes can negatively impact the viability of the association.

; The smallest IMOs (1,000 members or less) are more likely to indicate that an economic recession can negatively impact the viability of the association—significantly more than larger IMOs.

; Technology changes are a significantly greater threat to association viability for IMOs with more than 20,000 members and those with more than $1 million in their operating budget.

; Associations with the largest budgets (over $20 million) are significantly more likely to report that legislation and regulatory changes can negatively affect the association’s viability.

THREATS TO VIABILITY

Total (n = 698)


Trade (n = 202)


Economic recession 66% 58% 74% 69%

Staff turnover/Staff retirements 42% 35% 47% 46%

Technology changes 33% 33% 27% 38%

Legislation/Regulatory changes 31% 30% 36% 25%

Unwise board actions 22% 29% 13% 21%

Hacking/IT infrastructure 8% 10% 5% 9%

Legal/Liability actions 4% 5% 3% 3%

Other 13% 17% 11% 9%











55




ORGANIZATIONAL INNOVATION

Total (n = 715)


Trade (n = 206)


Extremely innovative 3% 3% 2% 4%

Very innovative 17% 16% 22% 15%

Moderately innovative 49% 49% 51% 48%

Slightly innovative 24% 24% 20% 28%

Not at all innovative 7% 9% 4% 5%

HOW INNOVATIVE WOULD YOU CONSIDER YOUR ORGANIZATION?

; 20% of association executives consider their organization to be extremely or very innovative (up from 13% in 2019), and almost half consider their association to be moderately innovative (49%, up from 42% in 2019).

; 30% of associations seeing one-year membership growth and 28% of those seeing five-year growth consider their organization to be extremely or very innovative.

• This is significantly higher than among organizations with one-year and five-year

decreases/no change; only 13% of those organizations consider themselves innovative.

; A higher percentage of trade association executives consider their associations to be extremely or very innovative (24%) compared to IMO or combination association executives. Conversely, one-third of IMO and combination association executives rate their associations as only slightly or not innovative at all (33% each) compared to 24% of trade associations.











55

30% of associations seeing one-year membership growth and 28% of those seeing five-year growth consider their organization

to be extremely or very innovative.














55

ORGANIZATIONAL SUPPORT FOR INNOVATION

Total (n = 708)


Trade (n = 206)


By focusing on communicationand collaboration

53% 51% 54% 56%

With practice and creative thinking

45% 41% 52% 46%

By hiring the right people 44% 42% 48% 45%

It is driven from the top down, (i.e., from the CEO and the board)

41% 38% 44% 41%

By providing encouragement to innovative employees

38% 36% 39% 40%

With employees who are passionate about innovation

36% 33% 37% 39%

By forgiving mistakes 26% 25% 26% 29%

Other 2% 4% 1% 1%

My association does not support innovation 5% 6% 4% 4%

HOW DOES YOUR ASSOCIATION SUPPORT INNOVATION? Please select all that apply.

; Associations are most likely to support innovation by focusing on communication and collaboration (53%), employing practice and creative thinking (45%), and by hiring the right people (44%).

• More than half of all types of associations report that they support innovation through the use of focused communication and collaboration.

; Compared to IMO and combination associations, trade associations are significantly more inclined to utilize practice and creative thinking (52% vs. 41% for IMOs and 46% for combination associations).

; Associations reporting increases in one-year membership numbers and new members over the past year are significantly more likely to support innovation by hiring the right people.

; Associations reporting increases in their five-year membership levels are significantly more likely to support innovation by utilizing employees who are passionate about innovation itself.

; Trade associations with more than 100 members and associations with operating budgets over $1 million are significantly more likely to support innovation by hiring the right people.

• Additionally, associations with budgets over $1 million also support innovation by providing encouragement to innovative employees—significantly more so than associations with smaller budgets.


TOTAL OF 713ASSOCIATIONS SURVEYED

54%

L

18%YES, we have

a specifiedprocess 28%

NO, but weare working on

developing aprocess

NO, we donot have a

process

DOES YOUR ORGANIZATION CURRENTLY HAVE A PROCESS IN PLACE FOR INNOVATION AND NEW IDEAS?

; More than half of associations do not have a process in place for innovation and new ideas (54%, up from 42% in 2019). IMOs are more likely than trade or combination associations to have a process for innovation currently established.

; Associations reporting increases in membership over the past five years are significantly more likely to have a process in place for innovation and new ideas, while

those showing declines in membership over the same time period are more likely to report there is no current process.

; The larger IMOs (over 5,000 members), and associations with budgets of $20 million or more are significantly more likely to already have a process in place for innovation and new ideas.













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More than half of associations do not have a process in place for innovation and new ideas (54%, up from 42% in 2019).



DUES AND MEMBERSHIP STRUCTURE

SEC

TIO

N 6











66

WHAT MEMBERSHIP CATEGORIES DOES YOUR ASSOCIATION OFFER? Check all that apply.

MEMBERSHIP CATEGORIES OFFERED

Total (n = 708)


Trade (n = 202)


Individual Basic 58% 78% 12% 75%

Company/Institutional/ Organization

51% 12% 82% 82%

Student 51% 69% 12% 63%

Associate/Affiliate 45% 48% 42% 44%

Retired 39% 56% 6% 47%

Lifetime 27% 36% 7% 33%

Honorary 24% 28% 14% 26%

International 22% 30% 16% 17%

Young Professional (those newto the profession/industry)

21% 30% 5% 25%

Academic 18% 20% 9% 21%

Vendor/Supplier 14% 6% 21% 19%

Group (multiple individuals) 13% 14% 5% 19%

Non-profit 12% 5% 17% 20%

Government/Public sector 11% 6% 13% 16%

Unemployed 9% 13% 1% 11%

Consultant 7% 2% 12% 10% Military 7% 10% 1% 6% Family 6% 9% 1% 6% Online only (paperless) 5% 8% - 6%

Freemium (no-cost membership) 5% 6% 2% 6% Other 8% 12% 4% 6%

; The top membership categories offered across associations include individual basic (58%), company/institutional/organization (51%), and student (51%).

; 78% of IMOs and 75% of combination associations offer an individual basic membership.

; 82% of trade associations offer a company/

institutional/organization membership.

; 69% of IMOs and 63% of combination associations offer student memberships.

; Associations with a renewal rate of 80% or more are significantly more likely to offer a company/institutional/organization membership (59% vs. 35%).














66

WHAT PERCENTAGE OF YOUR MEMBERS ARE STUDENTS? If you are unsure, check not sure.

STUDENT MEMBERSHIP

Total (n = 311)



Mean 11% 13% 10%

Median 7% 8% 5%

0% 3% 2% 3%

1% to 10% 61% 54% 66%

20% or more 37% 44% 31%

PERCENTAGE OF STUDENT TO FULL MEMBERSHIP CONVERSION

Total (n = 143)

Individual (n = 89)


Mean 28% 31% 25%

Median 17% 19% 9%

0% 5% 1% 8%

1% to 10% 41% 39% 44%

20% or more 55% 60% 48%

; On average, 11% of all members are students.

WHAT PERCENTAGE OF YOUR STUDENT MEMBERSHIPS ULTIMATELY CONVERT TO FULL MEMBERSHIPS? Slide the bar to the appropriate percentage. If you are unsure, check not sure.

; On average, 28% of all student memberships convert to full memberships.

; Associations with renewal rates at or above 80% typically convert more student memberships to full memberships (29% vs. 25%).




Total (n = 713)

Individual(n = 315)

Trade (n = 206)


We have a sliding scale 35% 18% 65% 32% Basic dues 65% 82% 35% 68%

BASIC ANNUAL MEMBERSHIP DUES

Total (n = 455)


Trade (n = 69)


Under $50 6% 5% 7% 5%

$50 to $99 15% 19% - 14%

$100 to $149 12% 13% 7% 12%

$150 to $199 12% 12% 1% 19%

$200 to $299 18% 21% 1% 23%

$300 to $399 10% 11% 10% 8%

$400 to $499 9% 9% 9% 9%

$500 to $749 7% 5% 15% 5%

$750 to $999 4% 3% 7% 4%

$1000 and over 9% 3% 42% 2%

Mean $5,221 $312 $18,590 $7,851

Median $233 $200 $625 $199

ANNUAL MEMBERSHIP DUES STRUCTURE

ON AVERAGE, HOW MUCH ARE YOUR BASIC ANNUAL MEMBERSHIP DUES? Do not put a range.

; Nearly two-thirds (65%) of associations use basic dues for their membership structure.

; Trade associations (65%) are significantly more likely than IMOs (18%) and combination associations (32%) to use a sliding scale for membership dues.

; IMOs and combination associations have median dues of $200, while trade associations have median dues of $625.

; Associations with a renewal rate of 80% or higher are significantly more likely to have a sliding scale for membership dues (44% vs. 17%).











66




WHAT PERCENTAGE OF YOUR OVERALL REVENUE IS DERIVED FROM MEMBERSHIP DUES? If you are unsure, check not sure.

PERCENTAGE OF REVENUE FROM MEMBERSHIP DUES

Total (n = 582)


Trade (n = 181)


Mean 41% 39% 47% 36%

Median 35% 34% 44% 33%

0% 1% 1% 1% -

1% to 10% 11% 13% 7% 11%

11% to 20% 13% 14% 11% 15%

21% to 30% 16% 15% 13% 21%

31% to 40% 17% 17% 13% 20%

41% to 50% 14% 15% 17% 11%

51% to 60% 8% 6% 9% 8%

61% to 70% 7% 5% 8% 7%

71% to 80% 7% 5% 12% 4%

81% to 90% 5% 6% 4% 3%

91% to 100% 3% 4% 5% 1%

; On average, associations derive 41% of their revenue from membership dues.

; Associations with a renewal rate of 80% or more receive significantly more of their revenue (44%) from membership dues, compared to only 32% for those with lower renewal rates.

On average, associations derive 41% of their revenue from membership dues.











66




HOW OFTEN DOES YOUR ASSOCIATION RAISE MEMBERSHIP DUES?

HOW WOULD YOU DESCRIBE YOUR MEMBERSHIP DUES STRUCTURE?

; More than half of associations (53%) raise membership dues as necessary, with another 22% raising them annually.

; Associations with a higher renewal rate (80% or higher) are significantly more likely to raise their

dues annually (27% vs. 16%).

; Associations with a lower renewal rate (under 80%) are significantly more likely to raise their dues only as needed (59% vs. 49%).

; Half of all associations (50%) have dues based on certain attributes, such as qualifications, experience, company size, revenue, and geography.

; Basing dues on certain attributes is significantly more likely for trade associations (70%) than for IMOs (39%) or combination associations (48%).

; IMOs are significantly more likely than trade associations to require everyone pay the same dues (30% vs. 9%).

; Associations with higher renewal rates (80% or more) are significantly more likely to use a membership dues structure based on certain attributes (57% vs. 40%).

HOW OFTEN DOES YOUR ASSOCIATION

RAISE MEMBERSHIP DUES?

TOTAL OF 711 ASSOCIATIONS SURVEYED

AS NEEDED%22 %6 10%%10

NEVEROTHEREVERYOTHER YEAR

ANNUALLY

NEEEEDE

%53

DTOTOTATALL OFOF 771111 AASSOCIATIONS SURVEYED

%% %% %%%%NEVEREVEROTHEROTHEREVERYERY

OTHER YEARANNUALLYNUA

MEMBERSHIP DUES STRUCTURE

Total (n = 709)


Trade (n = 204)


Everyone pays the samemembership dues

22% 30% 9% 23%

The membership dues are based on certain attributes (i.e., qualifications,experience, company size, revenue, geography, etc.)

50% 39% 70% 48%

The membership dues are based on a tiered structure of increasing benefits

15% 15% 10% 19%

The membership dues are based on member-selected benefits they want to receive (à la carte)

1% 1% 2% 1%

Other 12% 16% 10% 9%











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51 800.644.6646 | 703.739.1000 | WWW.MARKETINGGENERAL.COM

WITHIN THE PAST FIVE YEARS, HAS YOUR ASSOCIATION ADOPTED OR CONSIDERED ADOPTING A NEW MEMBERSHIP MODEL?

; 42% of associations have neither adopted nor considered adopting a new membership model within the past five years.

; Membership stagnation or decline is often motivation to consider a new membership model.

• 44% of associations experiencing a five-year membership decrease/stagnation have considered a new membership model, compared to 35% of associations experiencing an increase in membership over the past five years.

ADOPTED NEW MEMBERSHIP MODEL IN PAST 5 YEARS

Total (n = 709)


Trade (n = 204)


Yes, my association has adopted a new membership model

18% 16% 15% 26%

Yes, my association has considered a new membership model

40% 40% 38% 41%

My association has neither adopted nor considered adopting a new membership model

42% 44% 47% 34%

NEW MEMBERSHIP MODELS ADOPTED

Total (n = 129)

Individual (n = 49)

Trade (n = 31)


Tiered 46% 41% 65% 39%

Combination (Adding individual or organizational membership)

26% 25% 7% 39%

Added special interest (student,retired, etc.) to existing model

21% 29% 13% 18%

Group 12% 10% 16% 10%

Electronic 3% 2% 3% 4%

Other 24% 31% 23%

18%

WHAT TYPE OF NEW MEMBERSHIP MODEL(S) HAS YOUR ASSOCIATION ADOPTED?

; Among associations that have adopted a new membership model, a tiered structure has been the most common choice (46%).

; IMOs are more likely to add special interest categories to their model (29% vs. 13% for trade associations and 18% for combination associations).











66



MARKETING TOOLS

SE

CT

ION

7

WHAT TYPES OF ANALYSIS DO YOU USE TO MEASURE THE EFFECTIVENESS OF YOUR MEMBERSHIP MARKETING CAMPAIGNS? Check all that apply.

; Google Analytics (50%) and response rate analysis (48%) are the two most popular ways associations analyze the effectiveness of membership marketing campaigns.

; A/B split marketing tests are significantly more likely to be used by IMOs (35%) and combination associations (27%) than trade associations (14%).

; Trade associations (32%) are significantly more likely than IMOs (15%) and combination associations (22%) to say that they employ no analytical methods to test effectiveness.

TYPES OF ANALYSIS USED TO MEASURE EFFECTIVENESS OF MEMBERSHIP MARKETING CAMPAIGNS

Total (n = 684)

Individual(n = 304)

Trade (n = 199)


Google Analytics 50% 54% 41% 51%

Response rate analysis 48% 54% 38% 48%

Digital advertising performance analysis (via conversion tracking/metrics)

32% 38% 23% 32%

Return on Investment (ROI) 27% 30% 23% 27%

A/B split marketing tests 27% 35% 14% 27%

Source code, keycode, or promotion code capture and analysis

26% 35% 12% 27%

Cost of acquisition 19% 24% 11% 20%

Data mining/modeling 12% 15% 8% 11%

Computer matchback to prospect database or campaign list

11% 16% 5% 9%

Lifetime value analysis 9% 10% 9% 9%

Net return after servicing costs 8% 9% 5% 9%

Other 2% 3% 3% 1%

None 22% 15% 32% 22%











77



MARKETING TOOLS











77

; 57% of associations use membership level/ type segmentation for marketing purposes.

; 44% of IMOs use career stage segments, significantly higher than other associations (4% for trade associations, and 19% for combination associations).

; Only 14% of IMOs do not use any type of segmentation, significantly less than trade and combination associations (25% and 24%, respectively).

DO YOU DIVIDE YOUR MEMBERSHIP INTO DIFFERENT SEGMENTS FOR MARKETING PURPOSES? IF SO, WHICH OF THE FOLLOWING BEST DESCRIBES YOUR APPROACH TO SEGMENTATION? Check all that apply.

TYPES OF SEGMENTS USED FOR MARKETING

Total (n = 689)


Trade (n = 199)


Membership level/type 57% 61% 54% 54%

Demographic-based 33% 37% 27% 32%

Job/occupation-based 30% 32% 21% 36%

Career stage 26% 44% 4% 19%

Our organization does not use segmentation

20% 14% 25% 24%

Model-driven personas 7% 9% 7% 4%

Other 5% 5% 7% 5%

57% of associations use membership level/type segmentation for marketing purposes.



MARKETING TOOLS











77

ON AVERAGE, HOW MANY EMAILS DOES A MEMBER RECEIVE FROM YOUR ASSOCIATION IN ANY GIVEN WEEK?

; Associations send an average of 4 emails per week (median: 3).

; IMOs send an average of 5 emails per week (median: 3), while trade and combination associations both send an average of 4 per week (median: 2).

; Associations seeing a positive renewal change send an average of 6 emails per week, compared to an average of 4 emails among those who saw negative or no change.

TOTAL OF 645 ASSOCIATIONS SURVEYEDMEAN = 4 / MEDIAN = 3

ON AVERAGE, HOW MANY EMAILS DOES A MEMBER

RECEIVE FROM YOUR ASSOCIATION IN A WEEK?

Associations send an average of 4 emails per week (median: 3).


MARKETING TOOLS












77

MARKETING AUTOMATION PLATFORMS

Total (n = 694)


Trade (n = 203)


Constant Contact 21% 14% 30% 22%

HubSpot Marketing Hub 5% 5% 5% 5% Salesforce Pardot 2% 2% 4% 2%

Marketo 2% 3% 1% 2%

Act-On 1% <1% 3% -

Other 48% 55% 35% 50%

None of these 21% 21% 23% 20%

EFFECTIVENESS OF MARKETING AUTOMATION

Total (n = 543)


Trade (n = 156)


Very effectively 6% 6% 7% 5%

Effectively 24% 28% 21% 23%

Somewhat effectively 45% 44% 45% 47%

Not very effectively 18% 17% 21% 18%

Not at all effectively 6% 5% 6% 7%

; 79% of associations use marketing automation to send personalized emails and content.

; While 21% use Constant Contact, more than half of those who use marketing automation platforms selected a brand not listed.

WHAT MARKETING AUTOMATION DO YOU USE TO SEND PERSONALIZED EMAILS/CONTENT TO MEMBERS, CUSTOMERS, AND/OR PROSPECTS?

HOW EFFECTIVELY DOES YOUR ASSOCIATION USE ITS MARKETING AUTOMATION SYSTEM?

; Only 30% of associations indicate that they use their marketing automation system effectively (very effectively + effectively).

; Associations seeing positive new member growth are significantly more likely (37%) to

indicate they use their system effectively.

• 25% of associations experiencing negative or stagnant new member growth believe they use their system effectively.


MARKETING TOOLS












77

MOST COMMON ASSOCIATION MANAGEMENT SOFTWARE

Total (n = 692)


Trade (n = 200)


iMIS (ASI-iMIS) 15% 18% 9% 16%

Abila 9% 9% 10% 10%

SalesForce 8% 7% 9% 10%

YourMembership (YM) 6% 6% 7% 7%

Personify 6% 7% 2% 8%

Home-grown or tailor-made system 4% 5% 4% 2%

Microsoft Dynamics CRM 4% 3% 5% 2%

Aptify 3% 5% 1% 1%

MemberClicks 3% 2% 6% 2%

Protech 2% 1% 3% 2%

ACGI Software 1% 2% 1% 1%

Impexium 1% 1% 2% 1%

Microsoft Excel 1% 2% 1% 1%

Microsoft Access 1% 1% 1% 1%

CiviCRM 1% <1% 1% 2%

Euclid Clear Vantage 1% <1% 1% 2%

Other 30% 26% 34% 30%

We don't use an AMS 6% 5% 9% 4%

WHAT ASSOCIATION MANAGEMENT SOFTWARE (AMS) DO YOU USE?

; Of those specifically named, iMIS (ASI-iMIS) is the most popular association management software platform (15%).

; iMIS (ASI-iMIS) is much more popular among associations with budgets of at least $1 million (15% vs. 6% among those with lower budgets).

; Abila is significantly more popular among larger-budget associations. 15% of associations with operating budgets of $5 million or more use Abila, compared to 5% among those with lower budgets.



MARKETING TOOLS











77

OUTSOURCED SERVICES

Total

(n = 679) Individual

(n = 306) Trade

(n = 196) Combination

(n = 177)

Direct mail printing 37% 42% 26% 41%

Graphic design 37% 38% 37% 36%

Website development 30% 28% 36% 26%

Market research 17% 18% 13% 18%

Paid digital advertising 13% 18% 10% 10%


Brand development 12% 11% 12% 13%

Lettershop services 11% 16% 3% 10%

Search engine optimization 10% 12% 9% 10%

Copywriting 9% 8% 9% 14%

List management/list acquisition 8% 8% 5% 11%

Email marketing 8% 7% 9% 9%

Print ad placement 5% 5% 7% 4%

Data analytics 5% 5% 3% 7%

Database hygiene 3% 2% 2% 3%

Program strategy 2% 1% 1% 4%

Other 2% 2% 4% 1%

Nothing/no outsourcing 27% 24% 33% 26%

; At 37% each, direct mail printing and graphic design are the most commonly outsourced aspects of membership marketing.

; IMOs are significantly more likely than trade and combination associations to outsource paid digital marketing (18% vs. 10%).

; 27% of associations do not outsource any aspects of their membership marketing.

WITH REGARD TO YOUR MEMBERSHIP MARKETING, WHAT SERVICES, IF ANY, DO YOU OUTSOURCE? Check all that apply.

IMOs are significantly more likely than trade and combination associations to outsource paid digital marketing (18% vs. 10%).



THE DEMOGRAPHICS OF YOUR ASSOCIATION

SE

CT

ION

8











88

WHAT BEST DESCRIBES YOUR PRIMARY JOB FUNCTION?

41%

13%

12%

10%

8%

3%

2%

2%

1%

1%

<1%

6%

Membership

CEO/President

Senior Level Executive

Marketing

Executive Director

Communications

Administration

Operations

Conventions/Meetings

Sales

Chapter Relations

Othern = 828

; The greatest percentage of participants consists of executives in charge of membership (41%, compared to 45% in 2019).

• Similar to findings from 2019, the next most common job functions for participants include CEO/President (13%, compared to 14% in 2019), senior level executive (12%, same as in 2019), and marketing executive (10%, same as in 2019).



DEMOGRAPHICS











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20%

17%

11%

5%

4%

4%

4%

4%

4%

4%

3%

3%

3%

3%

2%

2%

2%

2%

2%

2%

1%

1%

1%

Healthcare

Professional Services (white collar)

Education

Chamber of Commerce

Arts/Cultural/Historical

Building/Construction

Finance/Accounting/Banking

Research/Science

Professional Services (blue collar)

Engineering

Manufacturing

Hobby/Enthusiast/Sports

Government

Agriculture

Real Estate

Philanthropic

Retail/Consumer Products

Environmental

Energy/Water/Power/Utility

Travel/Hospitality

Publishing

Automotive

Religion n = 862

WHAT BEST DESCRIBES YOUR ASSOCIATION’S INDUSTRY?

; Mirroring previous research, the most represented industries include healthcare (20%; same as in 2019), white-collar professional services (17%, up from 15% in 2019), and education (11%, compared to 12% in 2019). Chambers of Commerce represent 5% of the sample, on par with 2019.



DEMOGRAPHICS











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WHAT TYPE OF MEMBERSHIP OFFERING BEST DESCRIBES YOUR ORGANIZATION?

!

45%

28%

27%

n = 862

Individual Member Organization(IMO)

Organizational or Trade

Combination (individual andcompany/organizationalmemberships)

NUMBER OF PAID INDIVIDUAL MEMBERS

Total (n = 617 )



Up to 1,000 29% 19% 46% 1,001 - 5,000 24% 26% 22%

5,001 - 19,999 27% 31% 21%

20,000 or more 20% 25% 11%

; Similar to results from 2019, 45% of the participants represent IMOs, 28% represent trade associations, and 27% represent combination associations.

HOW MANY PAID MEMBERS ARE IN YOUR ASSOCIATION?

; 31% of the IMOs participating in this research have 5,000 to 19,999 members. 25% of IMOs have 20,000 members or more (down from 29% in 2019).

; 46% of combination associations have up to 1,000 members, up from 43% in 2019.



DEMOGRAPHICS











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NUMBER OF PAID COMPANY/GROUP MEMBERS

Total (n = 472)

Trade (n = 244)


Up to 100 18% 14% 22%

101- 499 32% 33% 32%

500+ 50% 53% 47%

ANNUAL OPERATING BUDGET

Total (n = (862)


Trade (n = 244)


Up to $1 million 23% 23% 21% 24% $1 million to $4.9 million 38% 35% 42% 40%

$5 million to $9.9 million 15% 15% 16% 14%

$10 million to $19.9 million 12% 13% 9% 12% $20 million to $50 million 9% 9% 9% 8%

More than $50 million 4% 6% 3% 2%

; More than half of trade associations have 500 company members or more (53%; up from 52% in 2019), and 47% of combination associations

have more than 500 company members (up from 45% in 2019).

WHAT IS YOUR ORGANIZATION’S ANNUAL OPERATING BUDGET?

; Similar to past research, most of the participating associations have an annual operating budget of up to $5 million (61%, down from 62% in 2019). One-third of IMOs have a budget of $1 million to $4.9 million

(35%; up from 32% in 2019), while 42% of trade and 40% of combination associations have a budget of $1 million to $4.9 million (42% in 2019 and 43% in 2019, respectively).


WORDS OF WISDOM

SEC

TIO

N 9


DESCRIBE AN ACQUISITION OR RECRUITMENT STRATEGY that your association has employed that has been very successful, and/or from which you learned something valuable. Provide details so that others may learn from your experience.











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; Ability to articulate (and therefore have) a value proposition is key. (Trade)

; Changed the date memberships expire to coincide with registration dates for annual meeting. Now you need to renew on time or else you can’t receive the member discount (previously, registration opened halfway through the membership year). Send a personalized renewal link in the email announcing registration is open. (IMO)

; Having someone on staff with a marketing background is absolutely necessary—even for small associations. The difference in the materials produced in just the one month that we’ve made this change is staggering. (Combination)

; Importance of an omni-channel strategy even though we are unable to attribute joins to a specific touchpoint at this time. We see a response increase with a surround sound approach. (IMO)

; Offering 20% discount to new members. Promoting quarterly payments. Providing 6 month “trial” membership to students going into profession. (IMO)

; Offering limited 90-day free membership combined with email follow up has been very effective. So has significantly discounted first year membership fees. (IMO)

; Our largest source of new members comes from current members referring non-members to our organization. We provide toolkits, complete with links to resources, for our membership annually and encourage them to keep up the good work! (Combination)

; Our most effective recruitment strategy has been our #webinarwednesday series. We open the webinars to the world, but recordings are only for members. (Combination)

; Paid digital advertising is no longer optional. (IMO)

; Personal touches make the most difference. The challenge is freeing staff from other tactics to make the calls and reach the members. (IMO)

; Recently we have had nice success with Facebook remarketing campaigns for membership. (IMO)

; Running a higher discount for memberships during a membership drive once per year has brought our institution success in our campaign efforts. (IMO)

; Safety is an important topic in our industry. Holding member-only seminars on safety has been an effective way of attracting non-members who have to join in order to attend. (Trade)

; This year we did a Black Friday sale on membership (though it lasted through the end of the week after Black Friday). We were skeptical it would perform well: who is looking to buy an association membership on Black Friday? But it actually performed brilliantly and will likely become an annual occurrence now. (IMO)

; This year we included a 1-year membership in the price of our conference registration. Because our conference is largely first-time attendees, this resulted in many new members. (IMO)



; Using a consultative approach to recruitment. Learning about the businesses’ goals, needs, challenges, and expectations has helped us guide them to the level of benefits most aligned with their goals. (IMO)

; Utilizing free content to engage people in the association and see the value of education we provide. By giving a piece of content for free in order to gain their email and name, the person gets something valuable and then we are able to follow up with additional content to engage them and convert them to a member. (IMO)

; We have an outreach to residents who are graduating and changing their email address. Offering them a gift if they give us their permanent new email. Very effective for keeping current contact information so we can renew them. (IMO)

; We have partner organizations that have traded mailing lists with us. (Combination)

; We have segregated Early-stage Professionals (1-10 years in first full-time position) and are developing a series of webinars to help them find successful paths in their careers. The response has been very positive and we continue to build on this. (IMO)

; We have started relying more on physical mailers vs. email for our “lapsed members” and have found a reinstatement rate of 5% (on average) over the 0.5-1% of emails. (IMO)

; We hired a part-time salesperson in addition to our 2 full-time member relation advisors. This was very successful in increasing our membership numbers. (Trade)

; We moved from a structure where new members pay dues annually to a structure where members can pay annually, monthly or quarterly. More than half of our new members now pay monthly via credit card. (Trade)

; We’ve incorporated telemarketing campaigns to prospects that staff in membership handle. (IMO)

; We’ve modeled our prospects, scoring them with the likelihood to obtain our certification. This has allowed us significant savings on marketing costs after test results showed drastically higher response rates for the top scored prospects. There are so many fingerprints within data that people can use to identify the most likely to help meet the organization’s goals. Everyone should be tapping into this. (IMO)

WORDS OF WISDOM

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DESCRIBE AN ENGAGEMENT OR RETENTION STRATEGY that your association has employed that has been very successful, and/or from which you learned something valuable. Provide details so that others may learn from your experience.

; An annual survey conducted by a professional (pro bono) provided data to support my hunches. Data permitted me to jettison a couple of programs that were traditions but not delivering results. Put a market researcher on your board! (IMO)

; An engagement strategy led to the development of our Future Leaders Network Program. This program creates opportunities for early career members to enhance their

leadership skills while incorporating project management training exercises. To date mentees who have participated in the program are serving on the Board of Directors or other volunteer positions in the Society. (IMO)

; At the chapter level, engaging new volunteers in “micro” projects — i.e. not signing up for life for a volunteer role, but inviting members to engage in experiences (helping to plan an event, seeking out speakers, etc.). (Combination)




WORDS OF WISDOM


; Automated email campaigns have been a game changer. They are a lot of work to set up on the front end, but overall seem to be a time saver and help us avoid missed opportunities. (IMO)

; Deployed a staff member as Customer Success Manager to understand members’ needs, wants and desires. (Trade)

; From this report last year, we started having twice yearly webinars for members to understand the benefits. It moved the needle in our retention rate! (Combination)

; Highlighting the discount of a three-year membership over a one-year membership plus an incentive. (IMO)

; Multiple outlets used to reach members for retention. Email, Direct Mail, Social Media, Publication Ads, etc. (IMO)

; Our database has a member engagement module that helps our chapters be proactive with retention issues. (Trade)

; Our social media platforms are largely focused on profiling our members, as opposed to profiling our organization. (Combination)

; Personal phone calls to members are the best. Make the time to contact them directly. (Combination)

; Since completing a Member Value Proposition study, we have begun focusing more on marketing the content we are creating/providing for our members instead of the “benefits” of membership and have found an increase in the open and click rates of our emails which has led to increased attendance at our webinars and in-person events. (IMO)

; Telemarketing has always paid for itself as well as pulled in those last minute payers. (IMO)

; We automatically subscribe every new member to our general discussion forum in the private, members-only Online Community. This ensures that the member sees the interactions and

topics immediately and makes it easy for them to get involved. Our Community is a big success story. (IMO)

; We divide, through data analysis, our members into engagement segments. We then send them different messaging as to their levels of engagement in our 13 touch points. Through this strategy, we consistently maintain 83%+ membership engaged in one or more programs. The key phrase in all our communications is... “Our records show you are NOT...” That phrase compels them to take action in programs they thought they were in. (Trade)

; We encourage new members to use our tools. Analysis shows that members who use our tools are 2.5 times more likely to renew. We have since conducted marketing programs to encourage all members to upgrade to the tools and use them. (IMO)

; We have a monthly power breakfast for new members to meet with existing members and discuss their issues. (Trade)

; We have a very small association but successfully increased member engagement last year by adding an advocacy trip to DC and several regional events. It’s too expensive for most members to send a lot of staff to our annual conference but they could bring everyone to the regional events. They are also great events for recruitment, too. (Combination)

; We have dedicated staff toward member engagement. We have a team of 4 Engagement Specialists calling and contacting members daily. (Trade)

; We have developed a member “score” in our CRM that addresses their level of engagement based on use of resources available to them. Helps us know which to address relative to engagement. (Combination)

; We have our Member Relations Committee members call new members in their first month of membership and at the 9 month mark to see











99


WORDS OF WISDOM


how their first year has gone. This has helped to grow our first year retention rate and overall retention rate over the last two years. (IMO)

; We implemented an online community this past Spring and have seen tremendous engagement on the network and it has also driven renewals and new membership recruitment. (Combination)

; We try to highlight various benefits monthly to entice members to get engaged with the organization. That has led to increased satisfaction. (IMO)

; When it comes to measuring and tracking member engagement, start small and do not get too complex too early. It will cause paralysis by analysis. (IMO)

WITH REGARD TO YOUR ASSOCIATION, WHAT KEEPS YOU UP AT NIGHT?

; A large portion of our membership (about 40%) will be retiring in the next 5 or so years - this will lead to a huge decline in membership and I don’t feel we have enough of a value proposition to entice younger members to join. (IMO)

; Are we meeting the needs of the younger professionals? (Combination)

; Competition from other associations, for profit businesses and universities. (Combination)

; Cyber threats and disparagement in the press or media. (IMO)

; Data. Wishing we could be able to feel confident about integration between various systems. (IMO)

; Economy and stock market decline. (Combination)

; Everything: There are a lot of retiring members...how do we get more younger members to understand the value of our association and what we can do for them in their profession. It’s a very different environment than it was even 10 years ago. Now it’s what can you do for me - very different mentality, which we struggle with. Constantly looking at how we can improve/enhance the value prop. If a member doesn’t see the ROI on their membership investment we don’t stand a chance. Pressure from the board. (Combination)

; For years we grew 3 to 4%. In the last 2 years our

growth has reduced to 1.5% and now 0%. Trying to get back to the years of growth is a concern. (IMO)

; Getting alignment from all levels of the association on strategic priorities, so that they can be executed. (Combination)

; How to break through the clutter and get our messages to our members. (Trade)

; Increased competition from other non-profits and for-profit companies in the area of education, which is a huge driver for us and a major reason our members join. (IMO)

; Infrastructure issues (especially related to data) and operational inefficiencies (related to how we are structured). Both limit our ability to be smart and innovative in how we engage and retain members. (IMO)

; Lack of clear organization priorities. There are so many great ideas but not clear prioritization or clearing-house to approve or scope out work of new projects. Our service departments are over worked and overburdened. (IMO)

; Membership conversions from students to individual memberships. How can we engage students to see the value of associations? (IMO)

; New product development: continuing to strengthen the member value offering. (Trade)












99



WORDS OF WISDOM

; Not enough staff resources to be successful. (Combination)

; Not having a clearly defined strategy or focus on who we want to target for membership. (IMO)

; Not having a truly unique value proposition, being very slow to market with products and resources, being perceived as an old boys/girls club. (IMO)

; Our membership is aging, so we are trying to figure out how to recruit new members to the organization. Also looking at how to engage new members more and encourage members to volunteer. (IMO)

; So many moving pieces to this association with band-aid solutions and no one looking strategically at all aspects. (IMO)

; Staff not relying on AMS to capture data to share with other staff. Lack of innovation in our offerings, lack of brand awareness. (Trade)

; The challenges of growing international members and access to names/contact information. (IMO)

; The constant demand for increasing membership without investing in the necessary staff and infrastructure to keep it going. (Combination)

; The issues that reduce membership that are out of our control. Specifically, M&A and the reduction in firms in the industry. (Combination)

; The loss of our major source of funding due to changes in the industry. (Combination)

; The possibility of another cyber attack. My organization was a victim of a malicious virus attack of our IT partner firm in May of 2019 and we have still not completely recovered. (Trade)

; We’re entering into a new market where we have competition for the first time. Growing workloads. (Trade)

; Where to obtain a fresh list of prospects. We keep fishing in the same pond. (Combination)

IN YOUR OWN WORDS, WHAT ARE THE MOST IMPORTANT OR SUCCESSFUL LESSONS YOU HAVE LEARNED IN THE AREA OF MEMBERSHIP MARKETING?

; Build a good team and be willing to try things outside of your comfort zone. Take advantage of your vendor partnerships. (IMO)

; Customization of messaging is most important to truly communicate value messaging to member segments. (Trade)

; Digital marketing (i.e., organic/paid SEO, email) has replaced word of mouth; however, both are still vitally important for attracting new members. Our challenge is to optimize both. (IMO)

; Don’t be afraid of making mistakes. The only way of knowing if a tactic or strategy is going to work is by trying. Celebrate small victories to achieve greater success. (Combination)

; Email is becoming less effective than it used to be, as members focus more on other platforms. (Trade)

; Every department needs to incorporate membership marketing in every activity/event/communication. (Combination)

; Frequency of interaction, innovative and thought provoking content, membership networking, and our unique industry certification continually being updated to be relevant are key items of our membership marketing. (Combination)

; If people aren’t renewing, first look in the most obvious place...are your automated renewal notices going out? Did someone forget to send the membership renewal mailing out? (Combination)











99



WORDS OF WISDOM

; It “ain’t” easy! I don’t think anyone has the silver bullet to success. Keep trying. (Trade)

; It is simple math: High value + Board Innovation + staff execution = High Member Retention + Revenue Growth. (Trade)

; It’s essential to truly believe that members are the lifeblood of an organization, entitled to be held in the highest of regard across all aspects of the organization, whether in a period of growth or not, and irrespective of the % of revenue generated by their dues. (IMO)

; Marketing automation does not always work. You have to validate the information pulls or you could be offering the wrong things to the wrong group. (Combination)

; Members don’t know what they want so asking them that question is pointless. Instead, focus on what keeps THEM up at night and work towards being the place they can come to for solutions. (IMO)

; Members need to feel important. We do member spotlights when members have an accomplishment. Those have been highly successful for us in terms of social media engagement and more people submitting accomplishments to us. (IMO)

; Members value the personal touch. Do not automate everything. Listen to your members. Be friendly and professional. (IMO)

; Membership marketing needs to be multifaceted. It’s harder and harder to break through the clutter of promotions and information. Email marketing alone is not effective, and strategies need to include a mix of vehicles and outreach. Personalization and customization is also very important. (IMO)

; Never stop asking folks to join or renew. Remind them of their benefits/feed them information and make it easy for them to engage. (IMO)

; Simplify your message as much as possible and make the most important points stand out for those who scan-read. (IMO)

; Some members don’t want to engage. They just want to pay their dues each year and be more or less left alone. That’s ok. Focus on those who do engage and send more opportunities their way. (IMO)

; Test Test Test and make it easy for people to become members. (Combination)

; The environment is moving so fast that relying on “the usual suspects” for feedback and ideas has to be balanced against asking new members and young professionals. (IMO)

; The importance of evaluating the effectiveness of the marketing outreach after a few months to determine whether it’s worthwhile continuing or to move on to a different strategy. (IMO)

; The most successful lesson I have learned in membership marketing is to always be surveying and listening to members. This is important in ensuring that the value of membership is being properly communicated and engaged with as well as making sure that the benefits of membership are relevant and valuable to members. (IMO)

; To succeed, you need to meet people where they are, and most people are on social media. Phone calls and email campaigns are less effective. (IMO)

; Try something new or you’ll plateau and decline. Don’t get stuck in an echo chamber - you can learn as much from those who leave the organization as you can from those who stay. (Combination)

; Use a combination of methods including online, direct mail, email, publication tip ins, etc. (IMO)

; We must be better at creating valuable experiences for our members and telling those stories. (IMO)

; You need to use every channel available to communicate but mailing/direct mail still gets the best response rate. (Trade)











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Market research is essential to developing a successful membership program. That is why for over 40 years, MGI has been the choice of hundreds of professional and trade associations to meet their research needs.

MGI helps you understand the needs of members, identify new opportunities, focus your marketing efforts, and better engage your members using a portfolio of qualitative and quantitative research techniques.

Gain an understanding of questions like:

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YEARS

; How can you best present your association’s value proposition?

; Which of your member benefits are most important, and how well are you delivering them?

; Why do members join, and why do some members leave?

; What topics and content should be featured in your publications and website?

; How successful has your association been on diversity and inclusion?

; What is your optimal pricing for current and proposed products and services?

; Who are your association’s biggest competitors?

; What are the significant trends in your industry or field?

; Which programs should be sunset by your organization?

; What new membership model would best serve current and prospective members?

; What new products and services do your members want?

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membership marketing benchmarking report

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