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AICPA Interchange 2012 - Member Value

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Jodie Slaughter's AICPA Interchange 2012 presentation on Member Value Propositions - Creating and Conveying Member Value in a Time of Change

Jodie Slaughter's AICPA Interchange 2012 presentation on Member Value Propositions - Creating and Conveying Member Value in a Time of Change

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  • Addressing the “Job to Be Done” is often a complex equation in an association contextOur structures, processes and resources are often out of sync with members’ needs, wants and expectationsTherefore, presenting a coherent membership offering is a struggle for manyA strong MVP begins start with a steadfast commitment from the top and shared understanding membership vs. product drivers
  • Addressing the “Job to Be Done” is often a complex equation in an association contextOur structures, processes and resources are often out of sync with members’ needs, wants and expectationsTherefore, presenting a coherent membership offering is a struggle for manyA strong MVP begins start with a steadfast commitment from the top and shared understanding membership vs. product drivers
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    • 1. Member Value Propositions:Creating and Conveying Member Value in a Time of Change 7.19.12 Jodie Slaughter, FASAE President and Founding Partner McKinley Advisors 1
    • 2. Membershipis dead!Long livemembership!
    • 3. Is the annualized trend in full, paid memberships for yourassociation over the past 5 years: CESSE 2012 EIA 2011 EIA 2010 EIA 44% Higher 34% 44% 44% 29% Lower 26% 38% 28% 27% Flat 37% 18% 23% 0% 10% 20% 30% 40% 50% 3
    • 4. Same trend with 5 year forward-looking estimate Estimate CESSE 2012 EIA 2011 EIA 2010 EIA 67% 44%Higher 34% 44% 44% 15% 29%Lower 26% 38% 28% 12% 27% Flat 37% 18% 23% 0% 10% 20% 30% 40% 50% 60% 70% 80% 4
    • 5. What concerns you most about membership in yourassociation over the next 5 years?Aging Membership/Attracting Youth 14 Providing/Communicating value 11 Membership Model 6 Competition 4 Lack of Employer/Govt funding 4 "Open" Journals / Info 4 5
    • 6. ? How concerned are you with the following issues 72% Membership retention 77% 84% 88% 72% Membership recruitment 78% 78% 86% 65% Sponsorship 76% 88% 88% 59% Annual meeting attendance 69% 79% Concerned 2012 83% Concerned 2011 58%Attendance at other educational seminars 68% Concerned 2010 74% 74% Concerned 2009 49% Advertising 59% 80% 74% 46% Product sales 50% 66% 58% 36% Volunteer participation 42% 36% 29% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 6
    • 7. 65 or older 6% 55-64 39% Typical age distribution of an 45-54 30% association’s 35-44 18% membership 25-34 3% TODAY Under 25 1% 0% 10% 20% 30% 40% 50% 7
    • 8. 65 or older 39% 55-64 30% Forecast age distribution for 45-54 18% the same 35-44 9% association in 2025 25-34 3% Under 25 1% 0% 10% 20% 30% 40% 50% 8
    • 9. IN FOCUSThe MembershipValue Proposition
    • 10. Your Value PropositionIt’s more than what you say. It’s also what you deliver. 10
    • 11. How we look to some… Pay us in advance so that you’ll have lots more to read and the ability to pay us again for access to things that may or may not be relevant for you… …because it’s the “right thing to do” and you’ll feel guilty if you don’t. 11
    • 12. Customer Value PropositionJob to be done: solves an important problemor fulfills an important need for the targetcustomerOffering: satisfies the problem or fulfills theneed. This is defined not only by what is soldbut also by how it’s sold. Adapted from Reinventing Your Business Model; Mark W. Johnson, Clayton M. Christensen, Henning Kagermann; Harvard Business Review, December 2008 12
    • 13. Compare:Networking Opportunities All Year LongMeet Your Next Employer, Client, Hire HereKeep Up to Date on Trends in AccountingEasy Ways to Maintain Your CPA Designation andLicense (so you can keep working) 13
    • 14. Customer Member/Value is Subjective • Demographics can matter • Career stage • Job setting • Level of engagement… • And sometimes they don’t Q: What affects value in your Society? 14
    • 15. Variable ValueGood of the Personal Order Benefits 15
    • 16. So how do you know?You have to be curious • Look at behaviors • Ask the right questions 16
    • 17. Sample Value PropositionsWith variances based on career stage Q: What audiences should you consider? 17
    • 18. Sample Value Proposition 18
    • 19. 19
    • 20. Career Stage Value PropositionsResidentsAs you embark on a career in anesthesiology, you likely have many questions: Who will helpme settle in to a long-term employment situation? How do I keep up with my CMErequirements? How do I keep up with changes in my specialty? The answer to all of thesequestions is the American Society of Anesthesiologists. As a member of ASA, you haveaccess to the ASA Career Center, the member directory, comprehensive educationopportunities and a number of publications to help you stay informed. From now until yourretirement, ASA will ensure that every step is a successful one.Late CareeristsAs a veteran in anesthesiology, you have probably seen it all. Through your membership inASA, you can share your experiences and your knowledge with your colleagues and helpprepare the next generation for a satisfying future. Don’t just be a member of ASA –volunteer with a committee or task force, support our advocacy efforts on Capitol Hill ormentor a young anesthesiologist. Let ASA help you share your passion and give back to theprofession. 20
    • 21. Your Value PropositionIt’s more than what you say. It’s also what you deliver. 21
    • 22. Living with a mature modelWe typically try build our member valueproposition around our existing processes andresources… …this has acute impact on the membership value proposition. 22
    • 23. Think about: Conference committees Website navigation Presidential initiatives Chapter meetings e-newsletters
    • 24. Some of our processes anddecisions that erode theMVP: Product development Pricing Brand strategy Incentive compensation Promotional mix Technology platforms Service levels R&D investment
    • 25. Deconstructing the MVPWhat within your membership offer:• Is available EXCLUSIVELY to members?• Addresses ONE job to be done, not ten?• Is CHEAPER, FASTER or EASIER to obtain?• Is relevant to nearly ALL of your target audience?What do you that fits the bill? 25
    • 26. The “half full” argument…• There WILL be markets and potential members to serve in the future.• Certain membership drivers are ETERNAL.• Membership growth is a LAG INDICATOR of a viable customer value proposition.• Our challenge is to create a BALANCED AND COHERENT value proposition for membership. 26
    • 27. Strategies to Enhance the MVP• REWORK internal structures• Seek BALANCE in the MVP• Focus on the USER EXPERIENCE• Determine what can be made EXCLUSIVE• Test low/no cost CONTENT alternatives• TARGET communications (REALLY)• Invest in MOBILE• Increase FLEXIBILITY in membership policies 27
    • 28. Let’s talk… 28
    • 29. Really?Really? 29
    • 30. Not if you offer unique value and have the tools to make it compelling. 30

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