My background:Currently CEO of BPCA, which has a wholly owned subsidiary, TAS.16 years with a variety of Associations, Prof institutions and trade bodies, most recently Interior Fit out.Prior to that, NHS managementMy roleStrategic deliveryRepresentation of the sectorGovernance, including Company SecretaryMarketijng, New benefitsLeadershipResponsibility for the teammy experience in developing my membership.set the scene The member journeymy experience of the process of improving retentiontelling you how we overcame some of the common issues.Not a membership ‘expert’may not be perfectwe learnt a lot along the waythat’s what I’m here to tell you about.
My background:Currently CEO of BPCA, which has a wholly owned subsidiary, TAS.16 years with a variety of Associations, Prof institutions and trade bodies, most recently Interior Fit out.Prior to that, NHS managementSome examples from prof assoc sector, but many from TAs, my area of expertiseMy roleStrategic deliveryRepresentation of the sectorGovernance, including Company SecretaryMarketing, New benefitsLeadershipResponsibility for the teamBrought in at BPCA to do what I did at AIS.my experience in developing my membership.set the scene The member journey – as an individual or company
Having a good retention policy can save you lots of money, time and effort. Always easier to keep a customer than get a new oneMost associations lose about 10% of members each yearThose who give a reason say no clear benefit for the decision-maker
Research is the defining hallmark of successful membership organisationsIf you can’t measure it, you can’t manage it.Who is our audience?What do they want?When to deliver?Carry out a detailed Membership Survey – focus groups, face-to-face, paper, webAsk current members reasons for joining were, what services they valued, What else they would likeand their perception of the service actually received. Identified Difference between need and deliveryComplacencyPerceived strengthsWith a 50% response rate, we had an excellent basis for the next stage,
And potential/lapsed members - Focus groups. What do and don’t you offer?Benchmark. Follow the money. Who is taking cash that should be yours?Develop new benefits to suit your membership – one size does NOT fit all.Check what you’ve done is right – set up a panel (not your Board)Keep telling them why they joined, and why you’re different
a series of facilitated Board and staff team meetings to produce a Strategic Plan for the next 5 years. This Strategic Plan led into a detailed Operational/Business Plan, and in particular our Recruitment and Retention Strategies.
Key issue = stickiness.Data is the keyVisit waverersDifferent needs of different subsectorsProduce reports before the invoice is sent‘what you used this year’ letter
Evolving over time if you assume you know the membership, you’ll be proved wrong. Research is key.
Jesuit maxim: "Give me the child until he is seven and I will give you the man”Get your members young and they’ll stay loyal
Just an aside about loyalty. One school of thoughtBought is central, but earned is crucialBought = promotional discounts, random benefits that could be found elsewhereBought give you instant top-line sales. Looks good.Bought cheapens your brand
Which of these do you have as member types?And the list on the left?
Henry FordOne-size-fits-allStarbucksHuge amount of choice
What have the Romans ever done for us?
Are your networking opportunities available elsewhere?Think like a business -
Carry out an exit interviewdon’t take no for an answerDo an online or paper survey, call them - Go and see them if necessaryThis is vital to understanding why people leave, and solving the problem
PROVEN TO WORKSurvey: 50%Contacted other AssociationsStaff drew up a draft strategyBoard signed off 5 year PlanAnnual Business PlanImproved CRM, Offering (Benefits) and MarketingStatement of intentRepeat message five times
Many members say ‘please give me discounts on stuff’ARE YOU A BUYING GROUP?Don’t overstep the mark by taking too much – weakens offer or can harm your brand
Use email sig to tell people your messageUse rolling ppt at meetings to show your messageFind out what the web says about you, and respond to stories quickly (Downing St Cat)Swap info among the teamTrack when the leaving decision is made. Subs time? Year end? Busiest time? Quietest?
Sample presentation title here 1
2 Should I stay or should I go?Proven strategies to improve member retention Simon Forrester MBA Chief Executive British Pest Control Association
5 Retention: Setting the Scene Impact of losses: Cost to recruit = 7 months’ subscription * Drain on resources Retention c. 90% across Associations ** #1 reason for leaving = no clear benefit *** * Institute of Association Management, 2008 ** Sue Froggatt, 2007 *** Own data, 2005-2011 * data from Institute of Association Management
7 Retention: 5 Steps to cement loyalty Impact of losses: Understand what members want Understand your competition – and who they are Expand what you offer, and communicate this Ensure Members are happy with what you offer Re-communicate Adapted from MemberWise Advice Sheet
8 Membership Research MEMBERSHIP SURVEY BUSINESS PLAN RESPONSE STRATEGY
17 Retention: The Next Stage Segment your membership Strong core of active members vital for stability Typical Member ‘People like you do x, y, z’ Measure what’s been used What’s of interest to each group Formalise the Value-For-Money proposition Who are your advocates?
25 Affinity Schemes Must: Support retention Align with needs of both members and the association Build loyalty Create added value Deliver commercial advantage Probably give financial advantage – WARNING
Update your Offering WHAT’S YOUR “U.S.P.”? AIS = Ongoing Vetting BPCA = Client Demand
33 Five Quick Retention Tips Email signatures & out-of-office Rolling PowerPoint at meetings Web Reputation: Google Alerts, Wikipedia, YouTube, FaceBook, LinkedIn Groups Use the team: what have you learned about members? Understand WHEN people decide to leave & pre-empt them