Membership Essentials E-Book
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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
The updated and expanded ASAE guide to membership fundamentals
Membership Essentials is the American Society of Association Executives' flagship guide to all aspects of membership development, recruitment, and retention. One of the five core topics for CAE preparation, membership is a fundamental area central to the role of membership director and association leader. This book is a comprehensive exploration of all aspects of membership, from engagement theory, to membership functions, to infrastructure, and much more. This new second edition has been updated with the most current practices, and includes expanded coverage of value proposition, strategic planning, model development, staff leadership, legal considerations, and other important topics that have come to the fore since the book's initial publication. Environmental factors and sustainability, governance, globalization, online communities, and the role of volunteers are discussed in greater depth, alongside foundational concepts that association leaders must understand to fill the role effectively.
This book reflects the experience and expertise of thought leaders from a range of associations—small, large, local, regional, national, and global—and represents the ASAE's fundamental body of knowledge on membership topics, and provides an invaluable resource for those preparing for or already in association leadership positions.
- Engage members more fully in the evolving membership environment
- Develop models and strategies for relationships, engagement, and affiliation
- Explore ways in which the web and social media can benefit your membership
- Examine the implications of globalization and the related relational models
The ASAE is comprised of over 21,000 association executives and industry partners from more than 10,000 organizations from around the world. The concepts presented in this book have been proven time and time again, and serve as a global template for membership management. Whether you're preparing for the CAE or striving to provide better association leadership, Membership Essentials is the resource you need at the ready.
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Veröffentlichungsjahr: 2016
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Membership Essentials
Recruitment, Retention, Roles, Responsibilities, and Resources
Second Edition
SHERI JACOBS, FASAE, CAE
Cover design: Wiley
This book is printed on acid-free paper.
Copyright © 2016 by The American Society of Association Executives. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada
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Library of Congress Cataloging-in-Publication Data:
Names: Jacobs, Sheri, author. | American Society of Association Executives, sponsoring body. Title: Membership essentials : recruitment, retention, roles, responsibilities, and resources / Sheri Jacobs. Description: Second edition. | Hoboken, New Jersey : John Wiley & Sons, Inc., [2016] | Includes index. Identifiers: LCCN 2015041787 (print) | LCCN 2015046248 (ebook) | ISBN 9781118976241 (pbk.) | ISBN 9781118976265 (pdf) | ISBN 9781118976258 (epub) Subjects: LCSH: Associations, institutions, etc.—Membership. | Membership campaigns. Classification: LCC AS6 .J333 2016 (print) | LCC AS6 (ebook) | DDC 060—dc23 LC record available at http://lccn.loc.gov/2015041787
Contents
Acknowledgments
About the ASAE-Wiley Series
Introduction
1 The Evolving Environment for Membership and Engagement
Global Expansion, Yet North American–Centric
Economic Uncertainties with an Abundance of Options
Work Redefined
A Workforce of Five Generations
A Sense of Community
Advances in Technology
Opportunities and Challenges
Going Global
Conclusion
References
About the Authors
2 Strategic Planning as It Relates to Relationship-Building, Engagement, and Affiliation
Making the Case
A Member-Centric Mindset Leads to Growth
Who Do We Really Serve?
Adapting Your Focus
If the Organization Were to Disappear, Would Anyone Start It Again and Why?
Engaging Members in Strategic Planning
Metrics
Challenges
About the Author
3 Defining Value
The Value of Association Membership
Benefits and Answering the Question: “What’s in It for Me?”
Communicating Value Received
Are Your Benefits Relevant, Effective, Both, or Neither?
Ways to Improve Value
New Member Value
Conclusion
About the Author
4 Governance as It Relates to Membership
Governance Is Not Management
Translating Purpose into Focus
Membership Functions for Governing Bodies
But Danger Potentially Lurks!
How Membership Staff Can Support Their Governing Body
References
About the Author
5 Membership Is a Team Sport
Your Association’s Goals
The Membership Department
Member Benefits
What Do Other Departments Do? (and How Can You Help?)
Say No to Silos
Transforming Actions into Value
Summary
References
About the Author
6 Managing a Global Membership
Global Considerations
Volunteer Leadership
Support of Chapters
Marketing and Communication
Case Studies
Closing Thoughts
References
About the Author
7 An Overview of Membership Research
Why Membership Research Is Important
Establishing a Research Management Strategy
Areas of Inquiry for Membership Research
Membership Marketing Strategy
Research Methodologies for Associations
Common Tools of Market Research
Survey Deployment and Analysis
Engaging a Research Consultant
Reference
About the Author
8 Mission Impossible
Is Your Database Supporting Your Mission?
AMS/CRM: A Prerequisite for Data-Driven Organizations
Determining Requirements and Selecting an AMS/CRM
Selecting a New System
Achieving a Successful Implementation
Managing and Using Data
Conclusion
Reference
About the Authors
9 Organizing and Developing the Membership Function to Deliver Value
Membership Department Responsibilities
Staff Roles and Responsibilities
Training and Professional Development
Summary
About the Author
10 Membership Categories and Dues Structures
A Brief Introduction to Organizational or Enterprise Membership
New Membership Models Are Emerging in the Association Community
Membership Categories
Recruitment of Enterprise or Organizational Members
Organization Types
Reference
About the Author
11 The Role of Volunteers in Membership/Volunteer Management
Why Volunteers Matter
Different Types of Volunteer Opportunities
Creating a Meaningful Volunteer Experience
The Role of the Volunteer vs. the Role of Staff
Volunteers as Association Ambassadors
Conclusion
References
About the Author
12 Recruitment and Renewal Strategies
Recruitment Strategies
Target Market—Who
The Offer—What
The Marketing Message—Why
Promotional Tactics—How
Testing, Tracking, and Analysis—Where to Go in the Future
Renewal Strategies
Benchmarking
Optimizing Renewals
Conclusion
References
About the Author
13 Member-Get-a-Member Campaigns
Elements of a MGAM Campaign
Rewards and Rules
Marketing Tactics and Budget
Case Study
About ULI
References
About the Author
14 Digital Engagement: Online Communities, Web Delivery of Benefits, and Social Networking and Media
Online Communities and Social Networks
Social Media
Web Delivery of Benefits
Conclusion
About the Author
15 Membership Communication
Understanding Your Members’ World
Emerging Demographic Trends Impacting Membership Communications
Harnessing Today’s Communication Tools
Association Website: From “Static” to Engagement of Prospects and Members
Developing Member Engagement
Building Communities
Engaging Member Volunteers in Communication
Notes
About the Author
Acknowledgements
Appendix I AAUW Web Survey
Appendix II AAUW's Quad Process
16 Financial Metrics, Management, and Budgeting for Membership
Performance Metrics in General
Financial Metrics
Historical (and Still Useful!) Metrics
Membership Renewal Calculations
Tracking and Presenting Metrics
Trending Metrics: Things to Think About
Budgeting as It Relates to the Membership Function
Projecting Revenue
Revenue Mix
Communicating How Membership Dollars Are Spent
Additional Resources and Suggested Reading
About the Authors
17 Legal Considerations
Corporate
Tax Exemption
Antitrust
Due Process
Membership Information
Intellectual Property
Social Media
About the Author
18 Innovations and Potential Directions for Membership-Based Organizations
Introduction
ASAE’s 2012 Great Ideas Conference
Associations Looking at the Book Ends
Alternative Membership Models
Wrap-Up
About the Authors
About the Executive Editor
Index
EULA
List of Tables
Chapter 5
Table 5.1
Table 5.2
Table 5.3
Table 5.4
Table 5.5
Table 5.6
Chapter 7
Table 7.1
Chapter 12
Table 12.1
Table 12.2
Table 12.3
Table 12.4
Table 12.5
Chapter 14
Table 14.1
Chapter 16
Table 16.1
Table 16.2
Table 16.3
Table 16.4
Table 16.5
Table 16.6
Table 16.7
Table 16.8
Table 16.9
Table 16.10
List of Illustrations
Chapter 2
Figure 2.1
Ski Areas Compared to Membership
Chapter 3
Figure 3.1
Grid to Analyze Relevancy and Effectiveness
Chapter 5
Figure 5.1
Mind Map of Membership’s Daily Activities
Figure 5.2
Connectivity Between Departments
Chapter 6
Figure 6.1
Population Trends
Figure 6.2
Growth of Mobile Technology
Figure 6.3
Quadrant Chart Showing Opportunities for Change
Chapter 9
Figure 9.1
A One-Person Department
Figure 9.2
A Small Department
Figure 9.3
A Department Incorporating Customer Service
Figure 9.4
A Large Department
Chapter 13
Figure 13.1
AWWA Thank-You Page Graphic as an Example
Figure 13.2
IEEE Referral Card
Figure 13.3
ULI Flyer and Postcard
Figure 13.4
ULI Banner Ad
Figure 13.5
ULI Invite
Figure 13.6
ULI Recruiter Message
Chapter 15
Exhibit 15.1
.
AAUW’s Mission and Action Newsletter Before
Exhibit 15.2
.
Mission and Action Newsletter After
Chapter 16
Figure 16.1
Sample Membership Infographic
Figure 16.2
AAP Membership Counts January 1, 20xx
Figure 16.3
Total Market Share
Figure 16.4
Sub-Board Market Share
Figure 16.5
Early Career Retention Conversion Rate for 2014 Graduating Residents
Figure 16.6
How Membership Dues Are Spent
Chapter 18
Figure 18.1
Sample Membership Flowchart
Guide
Cover
Table of Contents
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Acknowledgments
Writing a book is a collaborative effort. First and foremost, it could not have been accomplished without the hard work and dedication of our chapter authors. This group of thought leaders generously shared their expertise, experience, and time to the association community. We extend our deepest gratitude.
We also wish to acknowledge our friends and colleagues who were interviewed for this book and generously shared their examples, insights, and experiences: Mark Dorsey, FASAE, CAE; Stephanie Mercado; Sue Pine, CAE; Molly M. Hall, IOM, CAE; Barbara Kachelski, CAE; Jamie Moesch; Lori Hatcher; Carolyn Brennan; Lori Gracey, CAE; and Bonnie Koenig.
We would like to express our gratitude to the reviewers provided by ASAE’s membership section council who challenged, guided, and helped ensure that we covered the topics essential to membership by reviewing the first edition or early drafts of this edition: Lowell Aplebaum, CAE; Susanne Connors Bowman, CAE; Denise Brown; Ozair Esmail; Andrew S. Goldschmidt, CAE; and Tony Rossell.
To Baron Williams, CAE, who kept this project on track and provided the feedback we needed to ensure we truly captured the essence of membership, thank you for your dedication, wisdom, and professionalism.
—Sheri Jacobs, FASAE, CAE
About the ASAE-Wiley Series
All titles in the ASAE-Wiley Series are developed through a publishing alliance between ASAE: The Center for Association Leadership and John Wiley & Sons to better serve the content needs of member-serving organizations and the people who lead and management them.
Introduction
By Greg Fine, CAE
Membership, or the act of affiliation, remains a core pillar of many, if not most, associations today. How an individual or entity engages in this act of affiliation can differ widely, and even the lexicon of membership (member, customer, stakeholder, etc.) can vary based on the mission and focus of the organization. Yet, one common characteristic is frequently present . . . a desire on the part of an individual to belong. This should come as no surprise. Humans are, by our very nature, highly social beings and thrive in being part of pack or group. This instinctive desire to form groups has been well leveraged by associations throughout history. In fact, many associations’ first mission were simply to provide “membership” to like individuals. Often around a profession. Think guild. Over time, association professionals realized the power of the group could do much more than just affiliate, and this gave rise to common association programs of today like professional development, certification, and advocacy. Yet, all of these still relied on the traditional concept of membership. It was members who created the content that the association then monetized by selling back to members and nonmembers alike. A great model that served both associations and society well. But things are changing!
In today’s world of informal connections (Facebook and LinkedIn), information overload (email and SPAM), instant communication (text messaging), and an overwhelming flood of news, data, and noise from all sources, associations are increasingly challenged to cut through the clutter to provide value in all areas, including membership. Gone are the days when simple affiliation was enough to sustain a membership base alone. Like all industries, associations are grappling with changing customer demographics, rapidly shifting market conditions, globalization, disruptive technologies, competitive pressure from new sectors, and a distracted and overwhelmed customer base. All of this is enough to make even the most positive association professionals consider throwing in the towel as they declare: “Membership is dead.”
Not so fast there. While the word “membership” may have a different meaning today than in the past, the idea and value of affiliation remains a powerful concept that associations are uniquely positioned to leverage. For-profit organizations have long sought to create a level of loyalty and affiliation with their customers that associations historically begin with. Rachel Botsman, an expert on “The Collaborative Economy” has identified characteristics in the sharing economy that are quite similar to those of membership. Her thinking around the ability to harness a missing market opportunity through disruption and innovation should strike fear and inspire hope in us all. So membership is not dead; it is, like everything else, evolving.
Membership Essentials provides insight and foresight from some of the best and brightest minds in the profession today. Membership is a full-contact sport, and these individuals share their knowledge and experience on what is needed today to ensure a future tomorrow.
1The Evolving Environment for Membership and Engagement
By Kenneth A. Doyle, FASAE, CAE, and Scott D. Oser, MBA
IN THIS CHAPTER
Global Expansion, Yet North American–Centric
Economic Uncertainties with an Abundance of Options
Work Redefined
A Workforce of Five Generations
A Sense of Community
Advances in Technology
Opportunities and Challenges
Going Global
A search of Google for the term “MEMBER” provides 3,280,000,000 results in 0.35 seconds and a search for “MEMBERSHIP” provides 525,000,000 results in 0.47 seconds. Access to information and the meaning of the terms MEMBER and MEMBERSHIP have both changed dramatically over the last 30 years.
There was a time when being a MEMBER meant voluntarily joining a group with like interests for mutual benefit in a trusted environment. The terms MEMBER and MEMBERSHIP have been co-opted by those who often just want to sell something and use the inherent good will of the terms to break down barriers to making a sale and create a feeling of inclusion.
Previously, an association could count on new entrants to their profession or line of business to join and remain members throughout their careers. Prospective employers would not ask candidates why they were members of their association, but they would ask why you were NOT a member. You just “had” to be a member to practice your profession or craft. Not anymore.
For many associations, the reason they exist is to serve the needs of their members—a very simple statement. But you have to define who or what the “member” is before you can define needs and create benefits that would cause “membership” to be of value.
Less than two decades ago, associations easily attracted some members who were happy to pay dues for the information provided and other services generated—often called “checkbook members.” Although this type of member still exists today, it is much less prevalent. The compelling reasons to pay dues to an organization just do not exist to the same extent. While much of the needed information and many services are available at low or no cost over the Internet or through other providers, there are many things around membership that haven’t changed. Individuals and corporate entities still need to stay up-to-date, stay informed, connect with peers and colleagues—build a professional network, and obtain education (in some cases it’s required) so there is an ongoing basic value in the association membership model.
This chapter is going to tee up the rest of the book by giving the reader some insight into the major things that have changed in the membership area over recent years.
Global Expansion, Yet North American–Centric
No longer is the typical American-based association focused on a member from the United States who is middle class, speaks English, and comes from a Judeo/Christian background. Associations are embracing members from all faiths, economic backgrounds, and from every corner of the globe. With the advent of technology, membership has become universally available and accepted, yet to a large extent, associations based in the United States still tend to be North American–centric, in spite of the outreach to the global community.
Economic Uncertainties with an Abundance of Options
The economy has always been uncertain. Inflation has been relatively tame over the last two decades, but is always a lurking threat. The United States is moving further away from an industrial economy toward a service society. But technology has allowed many middle class jobs to be outsourced to other countries where labor rates are much lower. Large corporations are now competing with national governments that are heavily promoting their own resources, products, and workforce.
The American people will drive across town to save 5 cents a gallon. Internet shopping has commoditized almost anything we buy. It has become a national game to acquire our products at the absolute lowest price, regardless of what impact this might have on the local economy or the domestic workforce.
Work Redefined
The nine-to-five job no longer exists for many workers. Work takes place in a 24/7 world. Technology has allowed us to work anywhere and at any time. We are shifting from the central office to the home office. People don’t believe they will retire from the place where they started their careers. With longer life expectancy, many are opting for two or more careers rather than one and think nothing of giving up their first career and starting an entirely different one as they progress through life. Work could consist of many short-term projects. Everyone will be responsible for his own success. The employer may feel less and less responsible to pay the expenses associated with membership and participation in an association. As more people adapt alternative work styles, they will want their associations to support their new work environment and changed needs.
All this leads to greater levels of uncertainty. We will have fewer resources and less control over our future. We no longer will live to work or work to live but will balance work and life experiences. The pull between work time and personal time will be even greater in the future. Time is the only thing we have that is strictly limited.
A Workforce of Five Generations
This subject has been covered to exhaustion in recent years, but you have to address generational differences if you are going to talk about the evolution of membership. In the ASAE Foundation’s 1985 publication Future Perspectives, Rod Geer begins his chapter with: “It’s hard to read the handwriting on the wall when your back is against it, and that is exactly the predicament many association executives will be facing if they fail to prepare now for the new breed of volunteer likely to be populating our leadership mix in the future.” It was as true then as it is now, but his chapter was called Baby Boomers in Your Boardroom.
There are five distinct generations in the workforce today. Each has its own set of values, its own drivers, and its own way of looking at the world. Despite our differences, we must all get along and work together to get ahead. The changing of the guard will occur, as it always has, and associations must adapt to the varying needs of their members and employees.
The Generations—Definitions
Traditionalists—born before 1945, also known as the quiet generation or the greatest generation. There are almost 39 million Traditionalists in the United States. They are not leaving the workforce as their parents did. They will stay active well into their 70’s and will want to continue to be a member—if there is value for them. Traditionalists will want to see the world, spend time with their grandchildren, and be involved in something meaningful. Organizational value to Traditionalists may be received by volunteering their time (but not too much of it) and talents locally and/or staying involved with their peers with whom they have shared their careers. To keep the Traditionalists involved, associations will have to offer them a place to contribute, meet friends and feel welcome. Associations that offer rewarding experiences and comradery will continue to see participation by Traditionalists.
Baby Boomers—born between 1946 and 1964. There are almost 80 million U.S. Baby Boomers. They shaped the world we live in today, and they know it. Some Boomers are running toward retirement. They are done with work and want to dedicate the last third of their lives to experiences. They grew up believing that hard work and saving were the only way to prepare for another Great Depression. Now they have security and just want to enjoy their lives. Those associations that provide experiences and opportunities to give back may have a chance of keeping this type of Boomer involved.
Another portion of the Boomers don’t want to stop working. Work is part of who they are; heck, for many, it IS who they are. They just want to work less so they can enjoy life a little more. They have money and will spend it on retirement homes, healthcare, and on experiences. Many will work as something to do and for the extra income to pay for special events and travel.
You will have to pry many Boomers out of their positions. They will not want to let go. They have no urge to move out of the way and let the younger generation have their turn. Associations that provide a place to belong or an economic benefit will find it easier to keep Boomers involved, so long as the cost is not perceived as too high and the Boomer feels personally connected with others in the organization.
Generation X—born between 1965 and 1980. There are over 60 million U.S. Gen Xers. Initially viewed as whiny slackers by the hard-working Boomers, Gen Xers think of themselves as wide-eyed realists. They were never promised a rose garden and they are living life, not to conform to Boomers expectations, but to their own. They learned that hard work was not the path to riches; it is just hard work—time spent not doing what they really wanted to do. They understood that nothing will come easy to them.
This is the most misunderstood generation by everyone, including themselves. They are squished between the Boomers who will not get out of the way and the Millennials, who want the top jobs NOW! Misunderstood or not, Gen Xers will become the leaders of organizations as the Baby Boomers start to retire.
Associations will have to engage the Gen Xers in new ways. Not quite digital natives, Gen Xers are generally tech-savvy, but not all are as savvy as others. They have a difficult time trusting others, and they are obsessively self-reliant. They don’t see themselves as “joiners” of traditional associations or organizations, nor do they attend meetings as other generations did/do.
To attract Gen Xers’ attention, associations will have to have a compelling offer, one that includes economic benefit, personal enrichment, and (at least the perception of) potential new opportunities. To earn Gen Xers’ time and dollars, associations will have to focus on delivering value every day and will not be able to rely on a reputation of overall value developed over time.
Millennials—born between 1981 and 2001. There are almost 84 million U.S. Millennials, a larger cohort than Boomers. They grew up with nothing but prosperity in their future and believed that everything would come to them. As teens, they walked through the mall and every store they went into an employee asked, not if she could help them, but if they wanted a job. Then the great recession hit and they became bewildered. As twenty-somethings, they graduated with bachelor’s degrees and ended up working in the mall at the job they turned down as a teen. No wonder they have been confused. Money matters to Millennials, but in a different way. Boomers stored money like nuts for the winter, Millennials have a confidence that everything will work out and money is best spent or stored in something they can use to experience life.
Besides making money, Millennials want to make a difference. They want to give of their time and enthusiasm, but will not tolerate being ignored. If not cultivated, Millennials will pack up and text someone to go do something else. Their chapter is not yet written; however, associations will have to address Millennials as members and workers. This generation grew up with computers and is responsive mostly to screen-oriented promotions.
New Generation—born after 2001 and totally in the Internet era. At the time of this writing, there are more than 45 million of them in the United States, and the number is continually increasing. This group contains the real digital natives. Screens, screens everywhere, they grew up with access to an unlimited amount of data and information. Their options are limitless, but their time is not, so they have adapted to quickly sifting through content for what is relevant to them. They have what has been termed as an 8-second filter, which older generations see as an attention span problem. They seek acceptance through social media, where they may have different personas depending on the audience they are playing to. For an association, these future members and employees strive to avoid the bad rap the Millennials got and want to work hard and prove themselves. They are really very pragmatic and plan to be very adaptable given the uncertainties they have had growing up after 9/11 and the great recession. It may be too early to knowingly plan for how this generation will impact the world. But it will be up to them to fix the problem the earlier generations have created.
A Sense of Community
Despite all of the changes that have taken place in the world, and in the association space in particular, one of the things that has not changed is the members’ desire to be part of a community. Community has always been a driver of association membership, and that need continues to be especially strong today. The biggest change in community that impacts associations is that it no longer needs to be face to face and in-person. That sense of belonging that all humans desire can now be fulfilled in different ways. You can be “friends” on Facebook with people all over the world you never talk to or see, but you can still “feel” connected to them. Thus, community can be created online as well as in person, and that creates both challenges and opportunities for associations.
Opportunities
Since association members no longer “need” to be face to face to be part of a community, associations can become more productive from both a staff and financial perspective. With the ability to get together virtually and form community without the need to be together at one physical location, associations won’t incur the cost of the marketing, implementation, and staff resources necessary to hold an in-person event. In addition to a reduction in travel expenses, the association staff will also be able to focus on other areas of responsibility, since they will not be out of pocket as often as they had been in the past.
Challenges
The ability to create, manage, and maintain a virtual community is going to be critical for associations moving forward. Since many members are now expecting virtual community, the association needs to be in tune with their wants, needs, and preferences so that they can serve this expectation accordingly. If associations do not provide the right type of virtual community, it will have a negative impact on member retention, which is something that all associations want to avoid. (See Chapter 14 for more information on private online communities.) The good news is that there are a number of different technologies that association staff can utilize to fill this member need.
Advances in Technology
If anything has had an immense impact on the way associations do business and what members expect, it is technology. There have been incredible technological advances, which has impacted almost all areas of associations.
Amazing how things have changed since the 1988 edition of ASAE’s Principles of Association Management when the question of what to automate, and when, was answered by the statement: “Once you know the basic rules of buying a computer, you must be sure you need one in the first place.” (Chapter 8 provides a good overview of association database management systems.)
Technologically Savvy
Just how technologically savvy the member is will determine how information can be delivered. These variations in technological savviness will lead an association to utilize multiple delivery systems to reach members and potential members. Marketers will have to use a form of digital target marketing and have been called “marketing technologists.” As of now, this means that the marketers have be very tech-savvy themselves, but in the future, as the software evolves, marketers will revert to marketing and allow the technology to personalize the delivery to the member.
Associations will have to segment members by how tech-savvy they are and then tailor the offering to the level of the target audience. Some members will want it simple and straightforward; others will regard that as rudimentary and not worth their time. One size will not fit all.
Technologically Savvy Users—Definitions
Minimal Tech User—This group can turn on the TV and change channels but cannot use the DVR. They can make calls on their mobile phones and sometimes answer a text, but the rest of what the phone can do is lost on them. They have learned how to Google, shop online, and use Facebook. One-click shopping is the best for them.
Basic Tech User—This group has slightly more advanced digital skills. They can use the DVR and most any app on the phone/tablet. If the computer stops functioning, they can reboot, but if that does not fix the problem they buy a new computer. Basic Tech Users have an extensive list of websites that they frequent and use. When motivated, they will really dig deep using Google, but are easily discouraged and will quit fairly quickly. Several options on the same web page works, as long as everything is very easy to find.
Any Tech User—The next level of digital savviness consists of people who can set up their own home networks and enjoy the challenge of making all the technology work. When the computer quits, they can reinstall the original software and bring it back to life. Members of this group are the ones whom the Minimal and Basic Tech Users call for home tech support and to figure out how to set up and turn the Apple TV on. They will figure out how to get what they need from the web and will call the help desk for assistance, if needed, to figure out how to get to the right place. They will find what they need on the web, even if it takes many searches. They enjoy multiple options on the same web page to ease their decision making.
High Tech User—This level sets up the office network, can do some coding if needed, and jail break their phones. They know how to run the server and make changes. When they go to your website, they know whether your software is running slowly or whether it’s their Internet connection. They, too, enjoy multiple options on their web pages, but technical specifications become more important to them.
Technophile—This is the top level of sophistication. When they go to your website, they know how to change it without your permission. The Technophile looks like the people in the movies who write code against a stopwatch while taking shots of tequila. This group writes the apps you use, and they think any website found on Google is too basic.
Member Expectations
Members have always expected a lot for their dues, but with today’s technology those expectations have shot through the roof. Members now expect you to communicate with them how they want, when they want, where they want, and about what they want. They also want the communications to be personalized. “Dear Member” is now a slap in the face to many members, as it doesn’t show them that the association cares about them as individuals.
The Gamer
Millions of people are avid online game players. One of the very popular games is Halo, a military science fiction first-person-shooter video game.
When logged onto Halo online, players have performance ratings based on past play. They enter the matchmaking area, where an algorithm takes this rating and offers players a chance to join teams of other similarly rated players who are online at that moment. They form a team and challenge another group to play. Headsets allow for audio interaction in real time among teammates. They set up a plan and go into action.
Generally, these teams play matches until one team wins or time runs out. The whole experience lasts about 30 minutes. Contestants do not know who they are playing with, and players can be from all over the globe. As people become better players, they move up the ranks to more challenging play.
These “gamers” expect to be able to join a group, have a clear objective that is pursued aggressively, quickly rise in the ranks, and then move on to the next level, all in one session.
The traditional association committee structure is similar to playing Halo. One starts out joining the committee and then engages in active committee work. If that work is good enough to be noticed, the next step is moving up the chairs to committee leadership. However, this structure takes two to five years to go through this one cycle.
How can this traditional association process, which takes so long, ever satisfy someone who is used to the entire process happening in 30 minutes?
Opportunities and Challenges
With the explosion of devices that can be used for communication, associations now need to address their members through multiple mediums and using multiple mechanisms. Members are now using laptops, tablets, smartphones, desktops, hybrid computers, and more to access information and communication. Members are reading emails and direct mail, print and digital publications, are active on Facebook, LinkedIn, Twitter, Instagram, YouTube, and respond to text messages. There is probably no one device or method of communication that will satisfy the need of every member in an association. It is therefore going to be critical going forward that associations understand what their members,’ prospective members,’ and customers’ preferences are when it comes to the device they are using, as well as in what format they want to be communicated.
A big question that associations are going to have to answer is which channels they will need to use and incorporate into their communications strategy. And do they have the infrastructure to support it? Since everyone wants to serve all constituents equally, some difficult decisions are going to have to be made because most associations simply won’t have the financial or human resources to support every type of device and medium that is out there.
The Bar Has Been Raised
As has always been the case, associations are competing with for-profit companies for their members’ attention. Many times for-profit companies like Amazon (targeting and volume of offerings), Apple (innovation and branding), and Zappos (low prices and incredible customer service) do things that most associations are currently not able to do. Members are exposed to the advanced things that the for-profit companies can do and expect their associations to be able to do the same thing. It is an unfortunate reality that many times associations are not able to provide the same kind of 24-hour service and communication people are expecting, so this puts associations at a slight disadvantage when it comes to getting members the access they want when they want it. Associations are going to have to take steps to level the playing field if they want to survive and thrive. The good news is that there are ways they can do that.
Continuous Two-Way Access
As mentioned above, there is no longer just one way that members are receiving information. They are accessing information, and receiving information, in every conceivable location, including their offices, their homes, their cars, public transportation, on airplanes, and more. With the technological advances that have occurred, there is nothing stopping a member or prospective member from trying to connect with you from almost any location. Associations need to be aware of this and provide content accordingly. Remember, your members shop on Amazon, read books on the Kindle app, and receive up-to-the-minute updates from news apps such as CNN on their mobile phones. Because of this, expectations and even value may fall short if associations are unable to deliver a comparable experience.
Personalized Offerings
This is perhaps the most important change that has happened within association communication over the last 10 years or so. Members are no longer willing to accept content and promotions that are not targeted to them. Members expect you to “know” them and therefore expect you to serve them with content and product and service offerings that are primarily appropriate to who they are and their unique needs.
In the past, associations were able to send every member the same thing because databases and technologies didn’t exist to allow them to provide different information to different members. This is definitely no longer the case, and members have been trained by online retailers to expect personalized communications. Targeting content and offerings based on unique characteristics of your members requires different staff skills than in the past. It also requires a strong technological backbone as well as the member data you will be using to create customized communications. If associations fail in any of these three areas, members may hold them in a negative light. The good news is that there are some very cost-effective ways to develop processes and systems that can help even the smallest association resemble a company like Amazon.
Technology and how associations use it, or don’t use it, and how cutting-edge companies use it impacts almost every aspect of an association. Whether we like it or not, expectations are being set that we need to measure up to or risk appearing outdated. These are critical decisions as they affect associations internally (staff, technology, revenues and expenses, marketing, etc.) as well as externally (members’ and non-members’ perspectives, brand perception, volunteer activities, advocacy, etc.).
Going Global
The world has definitely become a smaller place over time, and that has allowed associations to attract a membership that includes both U.S.-based and international members. The ability to more easily communicate with audiences in other countries has expanded membership rosters and resulted in a much more robust membership experience for many associations.
While the ability to attract members from across the globe can have a very positive impact on an association, it also generates many questions that need to be answered. (See Chapters 4 and 6 for questions and considerations with respect to global initiatives.)
Just because technology and other changes in the world make it easier for you to attract members from across the globe doesn’t mean you have the knowledge, staff, technology, or services to do so. Having a multicultural association requires a strategy to be in place so that you serve those members, or member companies, located outside of the United States as well as you do those that are based in the United States. This strategy needs to answer the questions above and more. It is also important to keep in mind that global members will have the same demands and expectations as U.S.–based members, so it is important that you are able to meet or exceed them.
Conclusion
Members want to be treated as individuals. Big companies have lavished millions on systems that suggest products and services we might want based on our previous behavior. What these companies suggest is tailored and targeted to an individual’s specific wants and needs. That is what we have come to expect.
Associations will also need to know who their “members” are and their members’ preferences. They have to know the individual member’s likes and dislikes. Once members’ preferences are known and understood, an association has to provide the RIGHT communication to members. More is not better. We have the means of utilizing customer-centric technologies to engage members in the digital age. Some have referred to this as “member experience engineering.” Associations will have to embrace the concept and become good at it.
It is very hard for an association on a limited budget to compete on the same level as the big companies. But organizations have to do what they can, such as by “bucketizing” members and prospects by things like type, length of engagement, and what they purchased. The member has to be given the tools to access the association’s products and services he or she wants to utilize. Associations must understand the life cycle of a member and life cycle of a member service or program.
Associations must engage members on a consistent, personalized basis. Don’t just try to sell them transactions. An association cannot be all things to all people, so it needs to decide what it is, and what it is not, going to be.
References
Ernstthal, Henry,
Principles of Association Management
. Washington, DC: ASAE Foundation, 1988.
Future Perspectives
. Washington, DC: ASAE Foundation, 1985.
About the Authors
Kenneth A. Doyle, FASAE, CAE, is president of Doyle Association Consulting, LLC, and a fellow of ASAE. He has four decades of association management experience as a CEO, business strategist, and organizational efficiency specialist helping associations grow and adapt to the future. Email: [email protected].
Scott D. Oser, MBA, is president of Scott Oser Associates. He has over 18 years of marketing experience in the association and publishing industries. His career has been focused on creating effective membership, marketing, and sales programs with the ability to align resources and operations to consistently achieve and exceed goals. Email: [email protected].
2Strategic Planning as It Relates to Relationship-Building, Engagement, and Affiliation
By Kristine Metter, CAE
IN THIS CHAPTER
Making the Case
A Member-Centric Mindset Leads to Growth
Who Do We Really Serve?
Adapting Your Focus
If the Organization Were to Disappear, Would Anyone Start It Again and Why?
Engaging Members in Strategic Planning
Metrics
Challenges
Most associations work from a strategic plan that outlines what the association hopes to accomplish in a given period of time. In this chapter, we will cover starting strategic planning, establishing a process, engaging constituents, using metrics to measure success, and addressing challenges to strategic planning for membership professionals.
Making the Case
Your association sits down for its periodic strategic planning discussion, whether it is annually, every three years, or when someone finally suggests that the strategic plan needs to be revisited. What is the focus of the conversation? Is it the next big educational program? Is it diversification of funding streams? Is it about your advocacy efforts? Or maybe, just maybe, it is about membership and providing member value. Membership may not be a pillar of your strategic plan in and of itself, but by putting membership at the center of the conversation, you are setting the best possible focus for your strategic planning efforts.
We all have a mission statement that provides a road map for our work. Most of us cannot quote it on the fly but, in general, we know why our association exists and strive to fulfill that mission on a regular basis. Just like putting membership at the center of your strategic planning, I hope your mission has at its core a focus on members. By focusing on priorities that provide value to members, you will have a way to evaluate how you use your association’s resources and to maximize the effectiveness of your efforts. And with that laser focus on member value, you should have an easier time attracting members who enable your association to grow and thrive.
A Member-Centric Mindset Leads to Growth
Mark Dorsey, FASAE, CAE, former CEO of the Professional Ski Instructors of America–American Association of Snowboard Instructors (PSIA–AASI) and current CEO of Construction Specifications Institute, takes to heart the mantra of being member-centric, but he does so with a twist. He believes that, while membership is a component of strategy, the staff and board are clear that membership in and of itself is not the goal. Rather, he advocates the association exists to help members achieve their own goals and to create excitement about snow sports. To this end, while at PSIA–AASI, an education association with more than 31,500 individual members dedicated to promoting the sports of skiing and snowboarding through instruction, he challenged his board to think differently about membership from a strategic perspective. Members are but one group to be served by the mission. The general public, vendors, marketing partners, industry associations, and other stakeholders must be considered. “Members” is often a label or demographic and distracts from the notion that individual behaviors—not labels—should drive and inform activities that assure the association has a strong brand identity, keeps the focus on mission, and is a trusted source of information. This encourages the association to be more nimble, more inclusive, and more focused on value. As a result, PSIA–AASI has seen remarkable growth in revenue and membership.
Figure 2.1 Ski Areas Compared to Membership
And while growth is a key component of every membership discussion, let’s come back to the premise that it is not just growth of members. It is also growth in member engagement, growth in association activity to support the industry, and growth in providing value. If you are not growing and changing, then your association is likely to contract and very possibly become irrelevant. So it follows that your strategic planning efforts should also seek to identify member-centric activities to keep your association growing. These can range from identifying opportunities for your association to provide leadership in a new and emerging direction for existing members to identifying new member segments for which new programs and services need to be developed.
Who Do We Really Serve?
During its most recent strategic planning process, America’s Essential Hospitals, then called the National Association of Public Hospitals and Health Systems (NAPH), reviewed its advocacy strengths and scope of services in conjunction with consideration of how the Affordable Care Act was driving changes in the healthcare environment. As a result, a robust discussion about the association’s membership ensued. Ultimately, the decision was made to broaden membership from just publicly governed hospitals to add private nonprofit hospitals with similar missions, patient profiles, and services as the original core members. Today, with a new name, new branding, and crisp understanding of how it delivers value to members, the association has seen 30 percent growth in two years and is recognized as a leading advocate on a number of critical issues important to vulnerable patients and the hospitals that serve them. By focusing the strategic planning discussion on membership, America’s Essential Hospitals was able to set a way forward that ensures the association remains relevant to long-term members while also introducing itself to a broader set of hospitals. With this broadened membership, the association can better achieve its mission to “champion excellence in health care for all, regardless of social or economic circumstance, and advance the work of hospitals and health systems committed to ensuring access to care and optimal health for America’s most vulnerable people.”
Adapting Your Focus
Just as America’s Essential Hospitals redefined its universe of members, your association may need to look at its member categories in relation to the mission and the services it provides. At times it will be necessary to refocus the organization based on the current environment and context within which it operates. At times there will be new entrants into the market, such as for-profit companies, that are non-traditional competitors. At times the association may decide to service non-members such as key stakeholders and industry partners in addition to members. The possible scenarios are vast; therefore, a strategic conversation becomes necessary.
If the Organization Were to Disappear, Would Anyone Start It Again and Why?
The National Association for Healthcare Quality (NAHQ) faced a rapidly changing environment where healthcare quality was once the domain of a well-defined group of quality professionals and today everyone within the healthcare system has responsibility for quality, and quality professionals are not easily identified. Faced with this changing landscape and broadening scope, the association had to refocus its work or risk becoming lost in the sea change that was happening within the industry.
Stephanie Mercado, executive director for NAHQ, started her strategic planning efforts from day one on the job. She engaged a number of members by asking, “If the organization were to disappear, would anyone start it again and why?” She found that most members struggled to answer the question. The board ultimately concluded that the organization needed to focus on the profession and not the professional. This new interpretation of their mission allowed them to focus on how to best serve their core members as well as consider who should be their members going forward. As Stephanie puts it: “NAHQ built the quality superhighway and now there are many new on-ramps that bring in new players to the quality profession such as doctors, data analysts, and even engineers and process improvement (like lean/six-sigma) leaders from the auto industry.” By focusing on current and future members, they were able to reinterpret and tighten the focus of their mission. They now have clarity about their work and a renewed sense of direction.
Strategic planning often leads to uncomfortable but important discussions about how the association intends to deliver on its mission and brand promise.
Are there programs that need to be reshaped or discontinued? Are there member categories that need to be redefined? Are there stagnant member categories with which the association needs to relate differently? These can be risky propositions and, with most association volunteer leaders being risk-adverse, it becomes all the more important to engage a wide variety of members in strategic planning to build loyalty to and ownership in the association and its strategic direction.
Engaging Members in Strategic Planning
The most successful strategic planning processes are data-driven. By using data to evaluate past activities, you set a rational basis for exploring where the organization should be going. Whether your association is small or large, you either have a robust set of data points already available or you can easily capture relevant information by engaging members throughout your organization.
Sue Pine, CAE, chief staff executive for the National Association of Professional Organizers (NAPO), takes member engagement in the strategic planning processs seriously, seeking the voice of the membership through member exit surveys, focus groups, conference evaluations, and the like. She also mines data to build member profiles and identify a variety of metrics that help guide her strategic planning process. Staff are responsible for collecting and synthesizing the member data and feedback.
She takes great care to include those outside the leadership circles in order to make sure that the rank and file membership’s needs are met in addition to the needs of those who are in the “inner circle.” Many associations also closely look at outside stakeholders as key sources of information needed to inform the strategic planning process. These may include exhibitors, sponsors, regulators, and even the general public. By widely casting the net, a well-rounded picture emerges on how groups relate to the organization through membership or other affiliation.
Pine also strongly believes in the value of understanding trends and their impact on association strategic planning. By committing to regular scanning of the environment and listening for weak signals that may become strong signals, associations will be better equipped to meet member needs. This work also enables associations to engage members in a variety of ways:
Focus Groups
—roundtable discussions of random groups of members focused on new initiatives the board is considering
Trends Wall
—physical wall to gather member feedback at their annual conference, then aligning member feedback to global trends
Chapter Visits
—board visits with local members to share information and solicit feedback
Volunteer Engagement Survey
—survey compiled with four to six questions from every committee chair
In many ways, collecting data to support your strategic planning is an ongoing process. Every event can tell you a great deal about how you are delivering on your brand promise and can point you in the direction of future member needs. Similarly, most of us operate in a digital world, so it is important to take advantage of your website and social media platforms as a source of information to collect member feedback to inform your strategic planning.
Metrics
The old adage is that you manage what you measure and measure what you manage. This is particularly true when thinking about your organization’s strategic plan where there is a delicate balance between being inspirational in your strategic goals and counting things. There is no doubt that dashboards are important, but how do you decide what is meaningful to measure and track? And who is responsible for those measures?
Some basic member-oriented metrics are always valuable:
Rate of membership growth,
Retention rate, and
Lifetime value of a member.
You also might want to routinely assess member and stakeholder satisfaction through periodic surveys and program evaluations. You need to know what programs, people, and services impact your satisfaction metrics and then apply the appropriate strategies to increase satisfaction.
And finally, make the most of your database. Tracking activity and behavior can help the association identify predictors to joining, renewing, and dropping membership. As we outlined earlier, it is important to keep a long horizon to your work through a constant scan for leading indicators, rather than being caught flat-footed when the environment changes or member preferences mature.
Hard quantitative data is most effective when married with qualitative research that adds richness to the analysis. We all pore over the open-ended comments from our event evaluations and rely on the hallway conversations we have with members, stakeholders, and industry partners. But data is only part of the answer. Your intuition or gut feeling also matters. It is valuable to take a pulse to see whether the data simply makes sense. If not, perhaps you have a mismatch with what you are doing and what you are measuring.
As you decide what to measure, look, too, at who is accountable. It is important to embed membership metrics as organizational goals with staff and volunteers at all levels having ownership. For example, a staff-wide, year-end bonus could be based on the dual metric of meeting a financial performance level AND a defined member satisfaction rate. If it is just the membership director’s job, then there will be insurmountable barriers to successfully achieving your member-oriented strategic goals.
Challenges
Now that you have committed to incorporating membership into your strategic planning process, what might come as a surprise or challenge? First, you need to take steps to teach your volunteer leaders about membership best practices. Generally, they are experts in their respective fields. They are not experts in association management or membership. Start with the basics and spend time getting them acclimated:
Talk about member retention practices.
Outline member engagement strategies.
Encourage open conversations about member growth.
Remember that they are not thinking about the association’s business every day like you are. Give them the tools they need to quickly and easily digest the information and make smart decisions based on that information.
