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The Tipping Point for Scouting
Reaching the Next Level
The Situation
• Declines in membership (faster
than declines in total population)
have eroded market share for
Scouting
• ...
The Question
Two Major Problems:
– How to increase membership
– How to increase market share
Key Factors to Consider
-Limi...
4 Types of Potential Customers
-Target Customers Fit in 4 Categories
- Never heard of us
- Heard, but haven’t joined
- Hea...
Survey Results
Segment Share of
Customers
Common Reasons
Never heard of Cub
Scouts
4% “Never saw a commercial or ad.” “Don...
Key Takeaways
• Priority Group
– Those who have heard
and not joined.
• Why?
– Time conflicts
– Preconceived notions of
ac...
Diffusion of Innovation: Everett Rogers (1963)
• Rogers studied the growth of
products with few competitors*
• How do you ...
Where are we now?
• Many Districts are close to
key milestones (16%)
• Concentrated efforts in
some Districts should lead
...
People who join tend to stay, so how do
we get them to join?
The 5 Factors of the Decision Process
-People consider 5 main...
Apply the 5 Factors to Scouting
Relative
Advantage
Scouting is fun for the whole family, research shows that it improves
c...
What does success look like?
• Each Program Delivery Unit (PDU)
needs to commit to proactive
changes aligned with decision...
Bringing it together
Remember
• Experience starts far
before someone joins
• Progress comes from
persistence
• Be strategic & proactive
Help Fa...
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Tipping Point for Scouting

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Summary of analysis and recommendations to increase membership in youth development program. Limited resources, limited flexibility, but researched methods can help units achieve growth.

Published in: Government & Nonprofit
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Tipping Point for Scouting

  1. 1. The Tipping Point for Scouting Reaching the Next Level
  2. 2. The Situation • Declines in membership (faster than declines in total population) have eroded market share for Scouting • Less members mean less impact and is counter to our mission • This lower volume has increased cost per member (fixed costs spread over less members)
  3. 3. The Question Two Major Problems: – How to increase membership – How to increase market share Key Factors to Consider -Limited Resources - Cash, Volunteers manpower, Facilities -Limited Control - Can’t change core program, Can’t force volunteer behavior
  4. 4. 4 Types of Potential Customers -Target Customers Fit in 4 Categories - Never heard of us - Heard, but haven’t joined - Heard, joined, quit - Heard, joined, stayed
  5. 5. Survey Results Segment Share of Customers Common Reasons Never heard of Cub Scouts 4% “Never saw a commercial or ad.” “Don’t think any friends are in it.” Have heard of Cub Scouts, but not joined 64% “We’re too busy.” “We’re not interested in that [camping, .” “We do sports instead.” Have joined, but have left 18% “Program was too demanding of time.” “Our son wanted to do something else.” “Didn’t want to volunteer.” Have joined, stayed 14% “Good values.” “Son likes it.” “I was in it when I was a kid.” *Survey conducted at 10 different school districts located around service area on Meet the Teacher Nights, 200 respondents total. 5% MOE, 90% Confidence Level
  6. 6. Key Takeaways • Priority Group – Those who have heard and not joined. • Why? – Time conflicts – Preconceived notions of activities – Valued other activities over Scouting
  7. 7. Diffusion of Innovation: Everett Rogers (1963) • Rogers studied the growth of products with few competitors* • How do you grow a market with few direct competitors? – Word of mouth and peer-reviews important • Market Share Importance – Increased market share increases word of mouth/personal invitations – Growth has key milestones, which can be tipping points; 16% leads to increased adoption rates *Rogers studied technology adoption rates. It is not a perfect substitute for our purposes, but it gives us a baseline structure to work from. We will adapt it’s recommendations to fit our own needs.
  8. 8. Where are we now? • Many Districts are close to key milestones (16%) • Concentrated efforts in some Districts should lead to increases • But “working harder” is not a strategy… District Market Share Difference from Goal (16.0%) Bay Waters 16.4% +0.4% Black Creek 13.1% -2.9% Genesee Crossroads 4.6% -11.4% Lighthouse 8.6% -7.4% Mohawk 9.5% -6.5% Seneca 14.2% -1.8% Towpath 12.5% -3.5%
  9. 9. People who join tend to stay, so how do we get them to join? The 5 Factors of the Decision Process -People consider 5 main factors when making a choice
  10. 10. Apply the 5 Factors to Scouting Relative Advantage Scouting is fun for the whole family, research shows that it improves character, and it’s very low cost. Communicate these points with target customers. Compatibility Create flexible schedules. Find meeting synergies (hold committee meeting during den meeting to minimize time commitment from parents). Complexity Make it easy for parents to understand. Hold an orientation at the first meeting. Hand out contact sheets, calendars, FAQ sheets. Trial Options Don’t ask parents to pay at first meeting. Give them a few weeks to test product- but make sure those weeks are exceptionally awesome! Observability Be vocal about what Scouting is and does for your family. It’s not camping, it’s activities that promote character, citizenship, and fitness for your whole family! If you’re not advocating, no one will!
  11. 11. What does success look like? • Each Program Delivery Unit (PDU) needs to commit to proactive changes aligned with decision factors • Volunteer Coaches will monitor and adjust to ensure quality and consistency • Market share and membership measure success
  12. 12. Bringing it together
  13. 13. Remember • Experience starts far before someone joins • Progress comes from persistence • Be strategic & proactive Help Families | Grow Scouting

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