The survey found that membership organizations reported improved membership growth in 2011 compared to 2010. Specifically, 49% reported an overall increase in total membership in 2011 compared to 36% in 2010. New member acquisition and membership renewals also improved. However, challenges to membership growth remain. The survey identified which challenges were most likely to inhibit growth, such as weak offerings or insufficient budget, and which were less detrimental, such as inadequate staffing. The survey also found that higher member participation in activities like conventions correlated with increased renewal rates.
This document provides a summary of key findings from the 2010 Membership Marketing Benchmarking Report. The report surveyed over 400 associations about their membership practices and strategies. Some key findings include:
- Renewal rates declined for more associations in 2010 compared to 2009, while new member acquisition also declined slightly.
- Trade associations reported lower membership growth compared to individual membership associations.
- Associations that prioritized member acquisition over retention reported higher membership growth rates.
- Associations reported a variety of and sometimes conflicting goals, such as growing revenue versus membership.
- The top reason members did not renew in 2010 was reported as lack of value, rather than cost issues reported in 2009.
- Association listservs and private
CIPR state of the profession benchmarking survey 2010 Eva Shirokova
As the voice of the profession, the CIPR provides insight into the role of PR practitioners and the profession. The 2010 CIPR's Annual State of the PR Profession Survey of almost 2,000 members, carried out by ComRes, reveals that while the profession has remained resilient, with slight increases in the majority of communications budgets, economic pressure continues.
This document is a report from McKinley Marketing examining the economic impact on associations in 2010. It analyzes survey responses from 350 association executives. Key findings include:
1) In many cases, the impact of the recession in 2009 was not as bad as expected, with 37% reporting results were about expected and 35% saying results were not as bad as anticipated.
2) The outlook for 2010 is more positive than in 2009, with 67% now anticipating a negative economic impact compared to 82% one year ago, and 13% expecting a positive impact versus 3% previously.
3) Nearly half of associations have grown membership over the past 5 years, with an average annual increase of 5.5
The survey found that association executives are significantly more optimistic about the economic impact in 2011 compared to 2010. While membership trends still show the effects of the recession, concerns over core business lines like sponsorship and advertising have dramatically decreased from 2010. Associations also report accessing reserves less in 2010 compared to 2009 and using funds more for new initiatives than operating expenses. Budget outlooks indicate austerity measures are down across areas like staffing reductions and budget cuts. In summary, the survey shows associations have turned a corner towards greater financial stability and recovery from the recession.
The document summarizes key findings from a 2015 membership marketing benchmarking report. Over 400 individual member organizations participated in the study. Some key findings include:
- 44% of organizations reported an increase in new member acquisition over the past year, while 34% remained the same.
- Networking, continuing education, and access to information were the top reasons cited for why members join organizations.
- Word-of-mouth, email, and websites were the most effective recruitment marketing channels.
- 45% of organizations reported their member renewal rate remained the same over the past year, while 21% increased and 24% decreased.
- Overall membership renewal rates averaged 79%, with 62% of organizations reporting
This document summarizes key findings from a survey of 278 public relations, marketing, and human resources professionals regarding their organization's use of digital communications and new media skills.
The survey found that over 70% of organizations currently use social networking as part of their web-based communications, demonstrating new media and social media have become integral to organizational communications. It also found that public relations is leading the adoption of social media channels within most organizations. Additionally, knowledge of social media skills like social networking is considered almost as important as traditional media relations experience when hiring public relations and marketing professionals.
- Nearly half (49%) of public sector in-house PR practitioners are worried about redundancy due to budget cuts, compared to 28% overall.
- The top areas of expected growth are online reputation management (97%), strategic planning (93%), and crisis management (91%).
- The top areas of expected decline are sponsorship (82%) and events management (71%).
- While 61% feel comfortable with their social media skills, 23% feel their knowledge is limited.
The 2012 Membership Marketing Benchmarking Report surveyed more than 691 association executives to better understand the strategies and tactics they use to recruit, engage, and retain members. The report is the most exhaustive and comprehensive study in the series.
Again this year, a key feature of the report was to cross-tabulate specific marketing practices with reported membership outcomes to determine which practices support better results.
The Benchmarking Report evaluates the relative success of a variety of marketing practices and presents dozens of key findings to give association executives insight and direction to develop more effective membership marketing programs.
This document provides a summary of key findings from the 2010 Membership Marketing Benchmarking Report. The report surveyed over 400 associations about their membership practices and strategies. Some key findings include:
- Renewal rates declined for more associations in 2010 compared to 2009, while new member acquisition also declined slightly.
- Trade associations reported lower membership growth compared to individual membership associations.
- Associations that prioritized member acquisition over retention reported higher membership growth rates.
- Associations reported a variety of and sometimes conflicting goals, such as growing revenue versus membership.
- The top reason members did not renew in 2010 was reported as lack of value, rather than cost issues reported in 2009.
- Association listservs and private
CIPR state of the profession benchmarking survey 2010 Eva Shirokova
As the voice of the profession, the CIPR provides insight into the role of PR practitioners and the profession. The 2010 CIPR's Annual State of the PR Profession Survey of almost 2,000 members, carried out by ComRes, reveals that while the profession has remained resilient, with slight increases in the majority of communications budgets, economic pressure continues.
This document is a report from McKinley Marketing examining the economic impact on associations in 2010. It analyzes survey responses from 350 association executives. Key findings include:
1) In many cases, the impact of the recession in 2009 was not as bad as expected, with 37% reporting results were about expected and 35% saying results were not as bad as anticipated.
2) The outlook for 2010 is more positive than in 2009, with 67% now anticipating a negative economic impact compared to 82% one year ago, and 13% expecting a positive impact versus 3% previously.
3) Nearly half of associations have grown membership over the past 5 years, with an average annual increase of 5.5
The survey found that association executives are significantly more optimistic about the economic impact in 2011 compared to 2010. While membership trends still show the effects of the recession, concerns over core business lines like sponsorship and advertising have dramatically decreased from 2010. Associations also report accessing reserves less in 2010 compared to 2009 and using funds more for new initiatives than operating expenses. Budget outlooks indicate austerity measures are down across areas like staffing reductions and budget cuts. In summary, the survey shows associations have turned a corner towards greater financial stability and recovery from the recession.
The document summarizes key findings from a 2015 membership marketing benchmarking report. Over 400 individual member organizations participated in the study. Some key findings include:
- 44% of organizations reported an increase in new member acquisition over the past year, while 34% remained the same.
- Networking, continuing education, and access to information were the top reasons cited for why members join organizations.
- Word-of-mouth, email, and websites were the most effective recruitment marketing channels.
- 45% of organizations reported their member renewal rate remained the same over the past year, while 21% increased and 24% decreased.
- Overall membership renewal rates averaged 79%, with 62% of organizations reporting
This document summarizes key findings from a survey of 278 public relations, marketing, and human resources professionals regarding their organization's use of digital communications and new media skills.
The survey found that over 70% of organizations currently use social networking as part of their web-based communications, demonstrating new media and social media have become integral to organizational communications. It also found that public relations is leading the adoption of social media channels within most organizations. Additionally, knowledge of social media skills like social networking is considered almost as important as traditional media relations experience when hiring public relations and marketing professionals.
- Nearly half (49%) of public sector in-house PR practitioners are worried about redundancy due to budget cuts, compared to 28% overall.
- The top areas of expected growth are online reputation management (97%), strategic planning (93%), and crisis management (91%).
- The top areas of expected decline are sponsorship (82%) and events management (71%).
- While 61% feel comfortable with their social media skills, 23% feel their knowledge is limited.
The 2012 Membership Marketing Benchmarking Report surveyed more than 691 association executives to better understand the strategies and tactics they use to recruit, engage, and retain members. The report is the most exhaustive and comprehensive study in the series.
Again this year, a key feature of the report was to cross-tabulate specific marketing practices with reported membership outcomes to determine which practices support better results.
The Benchmarking Report evaluates the relative success of a variety of marketing practices and presents dozens of key findings to give association executives insight and direction to develop more effective membership marketing programs.
The corporate communicator's role has expanded in recent years. A survey of 191 corporate communicators found that they are now responsible for more areas like social media, crisis management, and executive communications. They also face more challenges like managing internal departments, tight budgets, and keeping up with changing technology. While over half report directly to senior leadership, many communicators experience budget constraints and organizational silos that impede their work. As companies integrate marketing and communications more closely, communicators are playing a bigger strategic role in driving business results through reputation management and consistent messaging.
Through strategic networks, leading companies are tackling complex sustainability issues that are critical to their long-term success, such as ensuring access to resources and avoiding human rights violations. The article discusses several examples of companies collaborating with different partners, including NGOs, governments, and other businesses, to address issues like education, nutrition, and water scarcity. Successful collaborations are characterized as having clear goals and roles, experience with multiple partnerships over time, internal alignment within the company, and engagement with a diverse range of partners.
Future proofing in-house PR teams - 3 monkeys | ZENOPRmoment
Three years ago 3 Monkeys Zeno (3MZ) partnered with PRmoment to conduct qualitative and quantitative research
across senior in-house communications leaders. Our aim was to gain intel and insight into how these sector
leaders were adapting to the ever changing world of PR and comms. What new demands were being made of
them? How were they partnering with consultancies and agencies to support them? In terms of their recruitment,
what new skills were they seeking? Was their scope of work increasing or decreasing? How were they regarded
internally - did they have a seat at the boardroom table or were they still perceived as the poor cousin of other
marketing disciplines?
The findings were significant enough for us to want to revisit this research in 2017 and are discussed in this report.
Hyper-niche segments of customers are becoming ever more readily reachable. There are an incredible amount of channels and tools at our disposal to reach any particular target audience, so is it really necessary that life science companies spend their precious marketing and sales resources creating conference exhibits, flying staff around the world, and paying conferences for exhibition booths?
The costs are huge. Previous studies have found that B2B companies spend 20% of their marketing budgets on conferences. At the same time, conferences are ranked very highly for both generating leads and driving awareness and are also broadly viewed to be effective. Considering that lead generation is consistently ranked as the top marketing challenge perhaps conferences are still worth the cost after all.
Are conferences really still worth it? Are we over-investing in them at the expense of higher-ROI opportunities? Or perhaps they’re so effective that we almost can’t spend enough. With input from over 50 life science marketing professionals, these are the questions this study answers.
The future of corporate communications infographicBrunswick Group
Cutting through the noise
Views of senior European communicators on the changing landscape and roles for corporate communicators.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
Headline-grabbing scandals can cause massive damage: a deposed CEO, a replaced communications head or billions of euros lost. But how to anticipate reputational risks – or even avoid them – before a crisis hits?
Article written by Phil Riggins, a partner in Brunswick’s London office, for Communication Director magazine Issue 04/2015
http://www.communication-director.com/issues/hidden-powers/seeing-dark#.Vm_zvEqLSUk
This document discusses companies' approaches to measuring their socio-economic impacts on local communities. It notes a shift from simply measuring impacts for external reporting to understanding impacts to better manage business operations. Companies measure impacts for reasons like communicating with stakeholders, building reputation, and securing licenses to operate. There are four main models of measuring impacts: supply chain management, external benchmarking against standards, managing impacts on surrounding "fence-line" communities, and contributions to the local economy. Large companies use different approaches depending on their industry and location of operations.
Trade associations face challenges like declining membership and difficulties communicating with members. Social media tools within an integrated online community can help associations overcome these issues and grow sustainably. For example, the American College of Healthcare Executives launched an exam preparation community using social media that increased test applicants, stimulated member interaction, and advanced ACHE's long-term goals. Long-term, a robust social community attracts new members, encourages networking, and generates additional revenue for associations.
The document provides an overview of association sales and management. It discusses the history and structure of associations, including differences between associations, trade organizations, and for-profit businesses. It also addresses organizational structure, decision-making processes, and opportunities and threats facing associations. Additionally, it outlines strategies for successful meetings, relationship building, and sustaining client partnerships over time. Key topics include learning styles, generational issues, value propositions, and determining factors for future industry success. The reading materials recommended provide further information on principles of association management and professional meeting management.
The document discusses best practices for managing the growing challenge of email overload. It recommends regularly emptying your inbox by deleting unneeded emails, filing important ones into folders, and completing tasks that take less than two minutes. Emails requiring action or follow up should be organized into "Action" and "Waiting For" folders. While customized approaches vary, the core principles of separating action and reference emails and regularly reviewing action items are most effective for gaining control over one's email inbox.
This document summarizes the key changes and requirements of the updated IRS Form 990. It outlines who must file the form based on gross receipts and total assets. It describes the increased scrutiny of insiders like directors, officers, and key employees. It also summarizes new governance standards regarding board independence, related party transactions, management companies, document retention policies, and disclosure of governing documents and compensation practices.
This document discusses principles for effectively communicating the benefits of membership to persuade others using empathy, credibility and focusing on the other person's interests rather than your own. Some key points covered include establishing credibility by demonstrating character, competence and caring; emphasizing mutual benefit over manipulation; and influencing others by first being influenced and helping others get what they want.
The document discusses strategies for associations to increase membership by focusing on return on investment (ROI) for members. It recommends that associations conduct research to quantify the specific monetary value members receive from membership on an annual basis. This allows associations to demonstrate a strong ROI to both members and non-members to recruit more members. It also discusses the importance of new member assimilation and engagement programs to retain members. The key message is that associations should prove their relevance by clearly communicating the tangible financial benefits of membership.
The document is a 3-page excerpt from a longer manual titled "The Management Model for Associations, Chambers and NonProfits".
It discusses staff management for non-profit organizations. Specifically, it recommends developing six manuals to document processes and institutional knowledge, including a leadership notebook, procedures manual, policy manual, emergency preparedness manual, communications style manual, and personnel manual. It also discusses risk management, volunteer immunity, and using performance measures to monitor organizational performance.
Jamie Notter, Partner, Culture That Works LLC
The Millennials seem to get more attention these days for
annoying their older compatriots in the workplace with
their flip-flops and a perceived sense of entitlement, In this
session, Jamie explores research from his latest book,
When Millennials Take Over illustrating the more important
role Millennials play as decoders of the key changes that are coming to the business world.
This document discusses North Carolina's tax policies and economic trends. It notes that while NC has a large economy, per capita income has fallen relative to the national average in recent decades despite economic development efforts. The sales tax base has narrowed as consumption patterns have changed. To maintain revenues, sales tax rates have increased. The document suggests modernizing NC's tax code to promote income growth, considering a broader sales tax base or reducing reliance on volatile income taxes.
The document provides an executive summary of the report "Association Learning + Technology 2011: State of the Sector". Some key points:
- The report examines the state of technology-enabled learning in associations based on a survey of 375 organizations and interviews.
- 77.4% of surveyed organizations currently offer some form of e-learning like webinars and online courses.
- E-learning is mainly used for professional development and its benefits include lower costs, convenience, and reaching more learners.
- Webinars are a popular e-learning format. Tools like PowerPoint are commonly used for course development.
- Education departments typically manage e-learning initiatives, and outsourcing is
This document discusses various online learning options for associations, including webinars, webcasts, virtual study groups, and knowledge communities. It provides an overview of key terms related to online learning and recommendations for pricing, marketing, and developing online educational programs and content. The document emphasizes using online learning to engage members year-round and highlights some common challenges in preparing and delivering online content.
This document outlines the "7 Deadly Sins of Online Community Management" which were presented at the AENC Annual Meeting on July 12, 2015. The sins are: 1) Lust - focusing on member acquisition over serving existing members, 2) Gluttony - using too many community features, 3) Greed - expecting too fast growth, 4) Sloth - failing to do daily community work, 5) Wrath - over-emphasizing rules, 6) Envy - being jealous of other networks' success, and 7) Pride - having an aloof community manager. The presentation provided explanations for each sin.
This document summarizes the results of a study examining differences in behaviors, attitudes, and opinions among association members of different generations. Key findings include:
1) Keeping up-to-date on industry information and networking were the top reasons for belonging across all generations. Younger generations prioritized educational resources more.
2) Supporting the profession was a higher priority reason for belonging than supporting the association itself, especially among older members.
3) Members whose dues were reimbursed by employers expressed less commitment to associations, being less likely to recommend, volunteer, or attend conferences. However, they also expressed higher loyalty and rated membership features more positively.
4) The likelihood of renewing membership
The corporate communicator's role has expanded in recent years. A survey of 191 corporate communicators found that they are now responsible for more areas like social media, crisis management, and executive communications. They also face more challenges like managing internal departments, tight budgets, and keeping up with changing technology. While over half report directly to senior leadership, many communicators experience budget constraints and organizational silos that impede their work. As companies integrate marketing and communications more closely, communicators are playing a bigger strategic role in driving business results through reputation management and consistent messaging.
Through strategic networks, leading companies are tackling complex sustainability issues that are critical to their long-term success, such as ensuring access to resources and avoiding human rights violations. The article discusses several examples of companies collaborating with different partners, including NGOs, governments, and other businesses, to address issues like education, nutrition, and water scarcity. Successful collaborations are characterized as having clear goals and roles, experience with multiple partnerships over time, internal alignment within the company, and engagement with a diverse range of partners.
Future proofing in-house PR teams - 3 monkeys | ZENOPRmoment
Three years ago 3 Monkeys Zeno (3MZ) partnered with PRmoment to conduct qualitative and quantitative research
across senior in-house communications leaders. Our aim was to gain intel and insight into how these sector
leaders were adapting to the ever changing world of PR and comms. What new demands were being made of
them? How were they partnering with consultancies and agencies to support them? In terms of their recruitment,
what new skills were they seeking? Was their scope of work increasing or decreasing? How were they regarded
internally - did they have a seat at the boardroom table or were they still perceived as the poor cousin of other
marketing disciplines?
The findings were significant enough for us to want to revisit this research in 2017 and are discussed in this report.
Hyper-niche segments of customers are becoming ever more readily reachable. There are an incredible amount of channels and tools at our disposal to reach any particular target audience, so is it really necessary that life science companies spend their precious marketing and sales resources creating conference exhibits, flying staff around the world, and paying conferences for exhibition booths?
The costs are huge. Previous studies have found that B2B companies spend 20% of their marketing budgets on conferences. At the same time, conferences are ranked very highly for both generating leads and driving awareness and are also broadly viewed to be effective. Considering that lead generation is consistently ranked as the top marketing challenge perhaps conferences are still worth the cost after all.
Are conferences really still worth it? Are we over-investing in them at the expense of higher-ROI opportunities? Or perhaps they’re so effective that we almost can’t spend enough. With input from over 50 life science marketing professionals, these are the questions this study answers.
The future of corporate communications infographicBrunswick Group
Cutting through the noise
Views of senior European communicators on the changing landscape and roles for corporate communicators.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
Headline-grabbing scandals can cause massive damage: a deposed CEO, a replaced communications head or billions of euros lost. But how to anticipate reputational risks – or even avoid them – before a crisis hits?
Article written by Phil Riggins, a partner in Brunswick’s London office, for Communication Director magazine Issue 04/2015
http://www.communication-director.com/issues/hidden-powers/seeing-dark#.Vm_zvEqLSUk
This document discusses companies' approaches to measuring their socio-economic impacts on local communities. It notes a shift from simply measuring impacts for external reporting to understanding impacts to better manage business operations. Companies measure impacts for reasons like communicating with stakeholders, building reputation, and securing licenses to operate. There are four main models of measuring impacts: supply chain management, external benchmarking against standards, managing impacts on surrounding "fence-line" communities, and contributions to the local economy. Large companies use different approaches depending on their industry and location of operations.
Trade associations face challenges like declining membership and difficulties communicating with members. Social media tools within an integrated online community can help associations overcome these issues and grow sustainably. For example, the American College of Healthcare Executives launched an exam preparation community using social media that increased test applicants, stimulated member interaction, and advanced ACHE's long-term goals. Long-term, a robust social community attracts new members, encourages networking, and generates additional revenue for associations.
The document provides an overview of association sales and management. It discusses the history and structure of associations, including differences between associations, trade organizations, and for-profit businesses. It also addresses organizational structure, decision-making processes, and opportunities and threats facing associations. Additionally, it outlines strategies for successful meetings, relationship building, and sustaining client partnerships over time. Key topics include learning styles, generational issues, value propositions, and determining factors for future industry success. The reading materials recommended provide further information on principles of association management and professional meeting management.
The document discusses best practices for managing the growing challenge of email overload. It recommends regularly emptying your inbox by deleting unneeded emails, filing important ones into folders, and completing tasks that take less than two minutes. Emails requiring action or follow up should be organized into "Action" and "Waiting For" folders. While customized approaches vary, the core principles of separating action and reference emails and regularly reviewing action items are most effective for gaining control over one's email inbox.
This document summarizes the key changes and requirements of the updated IRS Form 990. It outlines who must file the form based on gross receipts and total assets. It describes the increased scrutiny of insiders like directors, officers, and key employees. It also summarizes new governance standards regarding board independence, related party transactions, management companies, document retention policies, and disclosure of governing documents and compensation practices.
This document discusses principles for effectively communicating the benefits of membership to persuade others using empathy, credibility and focusing on the other person's interests rather than your own. Some key points covered include establishing credibility by demonstrating character, competence and caring; emphasizing mutual benefit over manipulation; and influencing others by first being influenced and helping others get what they want.
The document discusses strategies for associations to increase membership by focusing on return on investment (ROI) for members. It recommends that associations conduct research to quantify the specific monetary value members receive from membership on an annual basis. This allows associations to demonstrate a strong ROI to both members and non-members to recruit more members. It also discusses the importance of new member assimilation and engagement programs to retain members. The key message is that associations should prove their relevance by clearly communicating the tangible financial benefits of membership.
The document is a 3-page excerpt from a longer manual titled "The Management Model for Associations, Chambers and NonProfits".
It discusses staff management for non-profit organizations. Specifically, it recommends developing six manuals to document processes and institutional knowledge, including a leadership notebook, procedures manual, policy manual, emergency preparedness manual, communications style manual, and personnel manual. It also discusses risk management, volunteer immunity, and using performance measures to monitor organizational performance.
Jamie Notter, Partner, Culture That Works LLC
The Millennials seem to get more attention these days for
annoying their older compatriots in the workplace with
their flip-flops and a perceived sense of entitlement, In this
session, Jamie explores research from his latest book,
When Millennials Take Over illustrating the more important
role Millennials play as decoders of the key changes that are coming to the business world.
This document discusses North Carolina's tax policies and economic trends. It notes that while NC has a large economy, per capita income has fallen relative to the national average in recent decades despite economic development efforts. The sales tax base has narrowed as consumption patterns have changed. To maintain revenues, sales tax rates have increased. The document suggests modernizing NC's tax code to promote income growth, considering a broader sales tax base or reducing reliance on volatile income taxes.
The document provides an executive summary of the report "Association Learning + Technology 2011: State of the Sector". Some key points:
- The report examines the state of technology-enabled learning in associations based on a survey of 375 organizations and interviews.
- 77.4% of surveyed organizations currently offer some form of e-learning like webinars and online courses.
- E-learning is mainly used for professional development and its benefits include lower costs, convenience, and reaching more learners.
- Webinars are a popular e-learning format. Tools like PowerPoint are commonly used for course development.
- Education departments typically manage e-learning initiatives, and outsourcing is
This document discusses various online learning options for associations, including webinars, webcasts, virtual study groups, and knowledge communities. It provides an overview of key terms related to online learning and recommendations for pricing, marketing, and developing online educational programs and content. The document emphasizes using online learning to engage members year-round and highlights some common challenges in preparing and delivering online content.
This document outlines the "7 Deadly Sins of Online Community Management" which were presented at the AENC Annual Meeting on July 12, 2015. The sins are: 1) Lust - focusing on member acquisition over serving existing members, 2) Gluttony - using too many community features, 3) Greed - expecting too fast growth, 4) Sloth - failing to do daily community work, 5) Wrath - over-emphasizing rules, 6) Envy - being jealous of other networks' success, and 7) Pride - having an aloof community manager. The presentation provided explanations for each sin.
This document summarizes the results of a study examining differences in behaviors, attitudes, and opinions among association members of different generations. Key findings include:
1) Keeping up-to-date on industry information and networking were the top reasons for belonging across all generations. Younger generations prioritized educational resources more.
2) Supporting the profession was a higher priority reason for belonging than supporting the association itself, especially among older members.
3) Members whose dues were reimbursed by employers expressed less commitment to associations, being less likely to recommend, volunteer, or attend conferences. However, they also expressed higher loyalty and rated membership features more positively.
4) The likelihood of renewing membership
This document discusses email marketing best practices. It recommends measuring website analytics like visits, visitors, and pages viewed. Popular email service providers like MailChimp and Constant Contact are suggested. CAN-SPAM rules on obtaining permission and identifying ads are outlined. Email content should follow a 90/10 rule of being mostly useful to readers. Emails can drive traffic to websites and increase ad value. Signups can be collected on websites and Facebook. All marketing efforts should be closely monitored and measured, including email metrics, to interpret results and make adjustments.
This presentation discusses taking social media to the next level by listening to customers, setting goals for driving sales, building loyalty and creating awareness, then executing a social media plan and adjusting it based on results. The presenter is Jay Dolan, an expert on social media.
This document discusses 4 marketing secrets to explosive growth. It includes quotes about fascinating products commanding higher prices and changing the world. Various marketing concepts are presented through the acronym DRASTIC, covering dress, authority, sound, thirst, illumination, and calories. The document emphasizes significance over selling sugar water and making a dent in the universe. It concludes by offering the speaker's services to interested organizations.
The document discusses strategies for membership development, including member relations, recruitment and retention. It covers developing communication strategies to engage diverse current and potential members. Examples are provided on conducting a membership needs analysis and developing a strategic plan with goals and objectives to evaluate messaging and communication approaches. The importance of communicating value and relevance to members is also covered.
The document lists various apps for site visits including FotoSynth and Skitch for photography, iCal and gCalendar for scheduling appointments, and Dropbox, Evernote, and Bamboo Paper Notebook for note taking. It also mentions apps like Bump, Voxer, QR codes, NFC, and smart tags.
The document summarizes the goals and discussion topics of a CEO roundtable meeting facilitated by Wendy Scott. The roundtable focused on how associations can better convey their value by initiating immediate changes. Key discussion points included defining value from the member perspective, differentiating an association's value proposition, and conveying value through every touch point with members. Pitfalls to avoid included not identifying or clearly expressing a value proposition and not testing or measuring the proposition's effectiveness.
It is long but page 10 Key Findings and page 40-41 Action Items gives great information and conclusions of their study of companies using LSS. HP should take notice to gain insight.
Those who like data, there is several charts and tables of data comparisons for you to dig into deeper understanding. Enjoy!
In this slide deck, we cover:
- Common obstacles that stand in the way of tracking ROI
- How others in the association space are tackling these challenges
- What drives ROI
- How to start tracking individual component performance
You can view the recording here: https://youtu.be/SuKQnBA3wzs
The document discusses key issues and trends affecting associations, including the economic outlook, member needs, and challenges brought on by broader shifts in technology, demographics, sectors, and volunteerism. It notes that while the economic downturn is easing, deeper issues are keeping CEOs concerned. The convergence of trends is accelerating change and potential distractions from creating real value. Associations must balance appealing to core and leading members while earning the right to drive change and deliver on both current and future needs.
MGI Association Forum Research presentationlindachreno
The document discusses how market research can help associations improve their member engagement and recruitment activities. It provides objectives for a session on using research guidelines and data. Key factors for valid research include knowing objectives, understanding audiences, asking actionable questions, aligning with database demographics, and welcoming negative feedback. Research can help associations differentiate their marketing for potential versus current members. Low-hanging changes identified from research data could include improving social media presence, boosting engagement through events, and starting renewal outreach earlier.
The document discusses how top performing marketing organizations are leveraging social media more effectively than others. It finds that the best-in-class are more likely to actively engage and monitor social media conversations, have executive support for social media initiatives, dedicate resources to managing social efforts, and deploy tools to measure customer experience data from social media. The best-in-class also focus on metrics like new sales leads to establish a strong business case for social media investments and drive greater marketing performance results.
CxO London MemberWise ‘Harnessing the Web’ Survey ResultsiMIS
Richard Gott, Interim Director of Membership Services, Royal College of Psychiatrists and Heather Forrester, Managing Director, Research by Design Ltd., present results from the MemberWise ‘Harnessing the Web’ survey.
This report provides membership marketing data from over 230 trade associations. It finds that 49% of associations reported an increase in membership over the past year. The top reasons members join trade associations are networking and advocacy. Word-of-mouth and personal sales calls are the most effective recruitment channels. 44% of associations reported no change in member renewal rates over the past year, with over half having a 90% or higher renewal rate. The biggest challenges to growing membership are communicating value and overcoming negative perceptions of the association.
The State of Digital Marketing for Associations 2017Demand Metric
The State of Association Marketing Benchmark Study is now in its fourth year. From its inception, the study’s purpose has been to help associa- tions become better at marketing. To do this, the study inventories associ- ation marketing practices and through analysis attempts to identify those associated with the highest level of marketing effectiveness.
The importance of member understanding has continued to emerge as a key success factor in association marketing. A deep member under- standing is crucial for many reasons, not the least of which is so asso- ciations can better allocate their budgets. Those associations that have certainty about the needs of their members will allocate line items in their budget to better serve them.
This report provides a look at those organizations that recognize and benefit from what can be achieved when social technologies are paired with the new ways of working they enable. That paired approach delivers shared value; generating complex business outcomes for the organization while making employee work experience easier and more fulfilling.
CIPR state of the profession benchmarking survey 2010 Apeiron Agency
As the voice of the profession, the CIPR provides insight into the role of PR practitioners and the profession. The 2010 CIPR’s Annual State of the PR Profession Survey of almost 2,000 members, carried out by ComRes, reveals that while the profession has remained resilient, with slight increases in the majority of communications budgets, economic pressure continues
Engage To Retain Azshrm Presentation 2010Karen Loftus
1) Highly engaged organizations outperform others financially and see increased operating income and earnings per share.
2) Companies with engaged employees see greater loyalty, reduced turnover, and more innovative work.
3) Employee engagement involves commitment to the organization, pride in one's work, and willingness to help the organization succeed.
The survey found that executive team support and manager accountability are the top drivers of talent management success, ranked significantly higher than more controllable factors like HR support or technology. While HR has limited direct control, process design was seen as moderately able to enable or hinder success. Most companies now have formal talent management groups that have been in place for over 4 years, and investment is increasing as 53% raised budgets and 27% increased staffing.
This white paper discusses how neuroscience can help associations better understand member loyalty and retention. It explains that retention is challenging for associations as members have different reasons for joining. Neuroscience research can help executives understand how to develop deeper relationships and stronger member connections to ensure loyalty. The paper provides an example of a loyalty rewards program that exploits neuroscience principles like rewards and social interaction to improve renewal rates. Effective member engagement is important for retention as active members renew at higher rates. Neuroscience can aid in understanding how people process information to make decisions and become loyal members.
Here are the key steps to starting a WIN according to leaders:
1. Have an internal champion - An engaged employee who is passionate about diversity and inclusion will approach potential sponsors about starting a WIN.
2. Identify business sponsors - The champion will ask for support from senior leaders who see the value of a WIN in engaging employees and clients.
3. Form a steering committee - Pull together a diverse group of volunteers to provide guidance in launching the WIN.
4. Create a mission and goals - Align the WIN's objectives with both supporting women and advancing business priorities.
5. Announce the launch - Promote the WIN internally and externally to attract members.
6. Develop a calendar of events -
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Check out pro bono and skills based volunteering resources from Taproot Foundation and Volunteer Fairfax for the corporate employee and nonprofit partners. This type of volunteering is a growing trend, so we welcome local businesses and nonprofits who have had various levels of experience. Through the discussion of real life examples, implementation processes, successes and challenges both nonprofit leaders and corporate representatives will gain an understanding of how to engage in this type of programming.
This document provides a summary of the key findings from the 2013 edition of Marketing General Incorporated's annual Membership Marketing Benchmarking Report. The report is based on a survey of 695 associations conducted between January and February 2013. Some of the main findings include:
- Over 52% of associations reported an increase in membership in the past year, compared to 31% reporting a decline.
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- Most associations aim to increase member engagement and acquisition/retention. Social media sites like Facebook
VolunteerMatch: Measuring the Networked NonprofitBeth Kanter
The document provides an overview of how to become a data-informed nonprofit by following 7 steps of measurement. It discusses moving through stages of measurement maturity from denial to being data-informed. The 7 steps include defining goals, target audiences, time/cost investments, benchmarks, key performance indicators, tools, and sense-making. An example is provided of how Moms Rising uses the 7 steps to define goals of growing their movement, audiences, investments, benchmarks, metrics, tools for data collection, and analyzing results.
The document discusses the results of a survey about corporate culture and competencies in domestic and multinational companies. It finds that the openness of top management and internal communication are key elements of corporate culture according to participants. While most companies have defined corporate cultures, over 50% only partially implement them, which participants attribute to insufficient engagement from management and gaps between personal and company values. The survey covered representatives from a variety of industries and management levels.
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The document discusses content marketing and provides guidance on developing an effective content marketing strategy. It defines content marketing as a strategic marketing approach focused on creating valuable and relevant content to attract and retain an audience to drive customer action. The document outlines key steps for content marketing including setting goals, identifying target audiences and buyer personas, and implementing different types of content across various channels. It also provides examples of different types of content that can be used at different stages of the buyer journey from awareness to conversion.
This document summarizes demographic trends in North Carolina through 2035. It finds that North Carolina's population will continue growing, reaching over 12 million by 2035, with growth concentrated in urban areas like Raleigh, Charlotte, and Greensboro. An aging population and declining numbers of children and young adults in many counties will shape North Carolina's future demographics. The state will also see growing demand for housing as its population increases.
The document discusses the "Six Rs of Association Thrivability" that are critical for associations to thrive in the current environment. The six Rs are: 1) Realism for action to honestly confront challenges, 2) Responsibility for stewardship by taking intelligent risks, 3) Readiness for learning through strategy as a learning process, 4) Resources for investment by treating profitability as a priority, 5) Relationships for collaboration by building networks beyond members, and 6) Resilience for growth by increasing resilience at all levels to enable smart decisions during disruption. Following these imperatives will help associations build 21st century organizations capable of flourishing in the current volatile environment.
This document outlines an association framework focused on thriving and minimizing risks. It includes mindsets like strategic legitimacy, digital ubiquity, situated stewardship, design orientation, network thinking, and informed empathy. The framework addresses internal resistance, external risks, stewardship, investment resources, learning readiness, collaboration relationships, realistic action, resilience growth, developing stakeholders, deepening insight, nurturing foresight, and creating shared value through expanded interactions.
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Arthur Gordon – Founding Chef & Owner, Irregardless Café & Catering and The Glenwood Club, Raleigh, NC
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Planners face increasing expectations from attendees for variety in food and beverage as well accommodations to special diets. Arthur and Anya Gordon will present their best ideas based on years of experience. Founded in 1975, The Irregardless Café was Raleigh’s first vegetarian restaurant and continues to serve as a pioneer taking concepts like ‘green’ and ‘sustainable’ long before they became buzz words, and putting them into action serving healthy and innovative cuisine. In 2001 the Cafe transitioned Arthur’s informal ‘catering for friends’ and established its ‘Catering Division’ enabling planners to incorporate creative ideas in their events.
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This document discusses creating an organizational culture that attracts talent. It mentions completing a culture assessment to connect what is valued to what drives success. The document also discusses making the culture real and permanent by clarifying and reinforcing through words, actions, thoughts and artifacts what is truly valued in the organization.
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Crisis Planning: It’s Not a Crisis if You Have a Plan - AENC 2015 Annual Mee...
2011 benchmarkingrprt
1. 2 0 1 1
MEMBERSHIP M ARKETING
BENCHMARKING REPORT
SURVEY CONDUCTED BY:
Marketing General Incorporated
UNDER THE SUPERVISION OF:
Tony Rossell, Senior Vice President
Adina Wasserman, PhD,
Director of Research, and
Erik Schonher, Vice President
2. 2 0 1 1
MEMBERSHIP M ARKETING
BENCHMARKING REPORT
EXECUTIVE SUMMARY
Membership organizations reported and membership renewals—all showed
a triple play in membership growth substantial improvements from the
based on survey results gathered for previous year’s benchmarking report.
the 2011 Membership Marketing
Benchmarking Report. A total of 49% of respondents said that
they had recorded an overall increase in
From this year’s survey, which included members over the previous 12 months.
650 participating associations, the major This is a substantial jump over the 36%
2 indicators of membership health—total who reported membership growth the
membership, new members acquired, previous year.
Percentage Change in Entire Membership
Over Past ONE Year
2011 2010 2009
Percentage Increased Overall 49% 36% 45%
Percentage Unchanged Overall 16% 14% 16%
Percentage Declined Overall 34% 48% 35%
Not Sure 2% 3% 5%
www.marketinggeneral.com
3. Growth in new member recruitment Finally, the survey results show that
appears to be the big driver in membership renewals had a more
membership growth. Of responding positive outcome this past year, with 32%
association executives, 57% report the of respondents saying that they have had
acquisition of new members increased an increase in overall renewal rates.
over the past year. These results are
significantly better compared to both
2010 and 2009.
Percentage Change in NEW-Member Acquisition
Over Past Year
2011 2010 2009
Percentage Increased Overall 57% 42% 49%
Percentage Unchanged Overall 21% 20% 22%
Percentage Declined Overall 16% 26% 21%
Not Sure 8% 12% 10%
Percentage Change in Member RENEWALS
Over Past Year
2011 2010 2009
3
Percentage Increased Overall 32% 21% 22%
Percentage Unchanged Overall 37% 27% 39%
Percentage Declined Overall 24% 44% 31%
Not Sure 7% 8% 9%
www.marketinggeneral.com
4. THE BIGGEST CHALLENGES TO The data indicates that if an organization
MEMBERSHIP GROWTH reported weak product and service
offerings, insufficient budget, or a lack of
But even with improving numbers, marketing expertise as their biggest
challenges still exist for many groups challenge, then membership growth was
in growing their membership. To gain less likely to have been achieved.
a better understanding of these
challenges, this year we asked association On the other hand, if an organization said
executives to tell us what they perceived that its biggest challenge was the lack of
as the biggest impediments to growth. a strategy or plan, then membership was
more likely to have remained static.
We then took their answers and cross-
tabulated them with the reported However, there may be hope for
membership performance for their membership growth even if an
organizations over the past five years. organization is faced with insufficient
staff, market saturation, an inadequate
What we wanted to discover was which association management database, or
challenges hurt membership growth the inadequate research to understand the
most and which were painful, but tended market they serve. Organizations
not to impede growth. Here is what we reporting these problems were more
found: likely to have seen membership growth
4
over the past five years.
Challenges Faced by Five Year Membership Growth
Five Year Five Year Five Year
Challenge Membership Membership Membership
Increased Unchanged Decreased
Insufficient staff
Weak product or service offering
Insufficient budget
Lack of strategy or plan
Market saturation
Inadequate association management
database
Lack of marketing expertise
Inadequate research
www.marketinggeneral.com
5. ENGAGING MEMBERS WITH in an activity, the higher the likelihood of
PRODUCTS AND SERVICES increased renewals for that organization.
Engaging members is also a critical Specifically, organizations with members in
component of building a strong the following activities were more likely to
membership. So our research this year have renewal rates over 80% compared to
included a question to try and gauge the organizations that did not offer these
participation level that organizations have programs: attendance at an annual
achieved in a variety of programs and convention, attendance at a professional
services that are commonly provided by development meeting, attendance at a
membership organizations. webinar, volunteering, participation in the
private social network, participation in a
Beyond just the proportion of young professionals program, purchase of a
membership using an association’s book or directory, certification, purchasing
products and services, the data insurance, and purchase of a miscellaneous
highlighted that organizations that had at non-dues product or service.
least some members involved in almost
all of these activities were more likely to Participation in a public social network
enjoy higher renewal rates than those and upgrading a membership were the
organizations not offering a specific only activities that did not correlate with
program. And in general, the higher the renewal rates over 80%.
5
proportion of members who participated
Percentage of Members Engaged With Each Type of Activity
1% - 6% - 11% 16% 21% 31% 41% Over
N 0%
5% 10% -15% -20% -30% -40% -50% 50%
Mean
Attend your annual convention 592 7% 15% 14% 10% 13% 14% 8% 8% 12% 22%
Attend at least one of your professional 19%
540 10% 18% 12% 9% 14% 13% 9% 7% 8%
development meetings
Acquire or maintain a certification with
480 47% 14% 9% 6% 7% 4% 2% 3% 8% 11%
your organization
Attend at least one of your webinars 519 25% 27% 14% 10% 7% 7% 6% 3% 3% 11%
Participate in your public social network 539 12% 35% 23% 9% 7% 7% 3% 2% 2% 10%
Purchase a non-dues product
(other than previously checked) 494 29% 25% 16% 10% 5% 5% 4% 1% 4% 10%
Volunteer with your organization 581 8% 39% 25% 10% 9% 5% 2% 1% 1% 9%
Purchase a book or directory 505 34% 24% 16% 8% 6% 5% 3% 2% 4% 9%
Participate in your private social network 511 34% 24% 16% 8% 5% 4% 4% 2% 3% 9%
Purchase a non-dues service
473 36% 27% 13% 8% 5% 3% 2% 2% 4% 9%
(other than previously checked)
Purchase or maintain insurance
479 52% 22% 8% 7% 3% 3% 2% 1% 4% 7%
through your organization
Upgrade their membership 472 48% 24% 12% 4% 3% 4% 2% 1% 2% 6%
Participate in your young professional program 447 57% 25% 9% 4% 3% 1% 0% 0% 0% 3%
www.marketinggeneral.com
6. RAISING DUES LEVELS
Another new area that we added to our What we found is that 30% of
research this year was the practices organizations report that they have or
around raising membership dues. will raise their membership dues in 2011
and 71% will increase dues rates between
We asked: “How often does your 1% and 10%. The majority of associations
association raise membership dues?”, raise dues on an as-needed basis and
“When was the last time your association do not have a regular dues increase
raised membership dues?”, and “What schedule.
was the average percentage of your last
membership dues increase across all
membership categories?”
How often does your asso
o ociation raise membership due
e es?
How often does your association raise membership dues?
12% 17%
9% 4% Annually
A
6
Every other yea
E ar
As
A needed
58% Never
N
Other
O
201 (N=644)
11
* The dues increase questions in the 2011 Benchmarking Research mirror questions from the 2007 Marketing
General Incorporated study titled, Membership Dues Increase Study: Best Practices in the Why, How, and
Outcomes of Raising Membership Dues. Despite the dramatic economic events of recent years, the
frequency and amount of dues increases vary only slightly from the findings of our 2007 report.
www.marketinggeneral.com
7. REPORT BACKGROUND declining membership or better renewal
rates, we are not claiming that any one
The 2011 Membership Marketing
behavior in and of itself causes this outcome.
Benchmarking Report marks the third year
There are literally thousands of variables that
that Marketing General Incorporated (MGI)
impact membership results.
has surveyed associations to better
understand the strategies and tactics they Nevertheless, if as a marketer one sees that
use to recruit members, engage new organizations with certain behaviors or
members, renew existing members, and practices tend to be doing better, one at
reinstate former members. least will want to explore the issue and see if
there is something that can be applied to his
However, beyond cataloging membership
or her organization.
practices, this Benchmarking Report also
takes these practices and cross-tabulates The report includes dozens of key findings
them with the membership results that can provide insights and direction for
associations are experiencing. membership marketing programs. We hope
that you find it of help as you seek to
The comparison of practices and outcomes in
maximize the membership results for your
membership provides strong directional
organization.
information on what tactics and strategies
might be added or dropped to help improve If you have questions or need assistance
a membership program. with your membership marketing, the team
at Marketing General Incorporated is
There is an important disclaimer that readers 7
pleased to be of help. Our website is:
should be aware of as they evaluate this
www.MarketingGeneral.com. Please find
report. Because an activity or practice has a
our individual contact information on the
statistical correlation with a growing or
back panel of this report.
www.marketinggeneral.com
8. INTRODUCTION
SURVEY OBJECTIVE What is the margin of error? The margin of error is
a statistical measurement used to assess the
The 2011 Membership Marketing Benchmarking accuracy of the data compared to the universe of
Report is the third installment of our annual respondents. Since it is impossible to survey all
tracking study. Our tracking research continues to association executives, statisticians rely on a
provide perspective on the tactics and strategies random sample of individuals from the “universe”
that organizations use to recruit new members, of association executives to estimate what the
engage and renew existing members, and results of the entire population would be. In
reinstate former members. Additionally, we essence, a randomly-generated sample provides
compare the effectiveness of different tactics and a statistical “snapshot” of the universe. The
strategies from year to year and assess changes in margin of error, therefore, measures the random
association membership levels. While some fluctuations or changes inherent in any sample.
questions from the 2010 study were removed, The smaller the margin of error means the more
new questions were added to the study as various accurate the measurement of the universe.
other issues and queries were brought to light.
This study’s significant level of .05 carries with it a
95% confidence interval, meaning that if this
METHODOLOGY study was conducted 100 times, the same results,
plus or minus the margin of error (3.8%, in this
The 2011 Membership Marketing Benchmarking case) would occur 95 out of 100 times. The
Study was conducted online and was launched on confidence interval is established as the
February 14, 2011, and was accessible to likelihood that the same results would be
respondents through March 7, 2011. Email replicated, and that differences are not due to
invitations were sent to approximately 5,719 chance or random fluctuations.
8 association professionals. In addition,
respondents had access to the survey through our
company blog site, if they did not receive a RESPONSE RATE
formal invitation. Close to 700 association
professionals responded to this year’s survey Email invitations were sent to 5,719 association
providing data and information about their professionals. There were 196 email addresses
membership marketing efforts and experiences. that “bounced,” resulting in a total of 5,523
delivered emails. 663 individual association
To ensure that only one response per association executives responded to the online survey
was included, “duplicate” association responses invitation, and another 29 completed the survey
were removed. For example, if more than one via the survey link on the blog post, resulting in
person from the same association completed the 692 completed surveys. The survey produced a
survey, the responses of the individual most 13% response rate overall, the same as the 2010
closely associated with the membership study. After removing the duplicate associations,
marketing responsibilities were used. Forty-two findings from a net of 650 respondents are
duplicate association responses were removed included in this report.
from the final results of this study, resulting in a
total of 650 respondents for this study, with a
margin of error of +/- 3.8%.
www.marketinggeneral.com
9. Which social media does your organization officially use?
(Please check all that apply.)
Faceboo
ok 91%
75%
TwiƩe
er 71%
66% 2011 (N=641)
LinkedIn (Public
c) 53% 2010 (N=405)
59%
YouTub
be %
45%
35%
LinkedIn (AssociaƟon Members Only
n y) 28%
Not asked in 201
10
27%
AssociaƟon Blo
A og 30%
24%
Asso
ociaƟon Listser
rv 31%
Private AssociaƟon Social Networ
rk 18
8%
7%
17
Flick
kr 15%
%
Not asked in 2010
Wikis 9%
13%
%
te
Ning/Groupsit 4%
6%
Second Lif
fe 2%
3%
MySpac
ce 1% 9
4%
None 6%
8%
2011 (N=641)
er
Othe 4%
6% 2010 (N=405)
Similar to the previous study, Social media declines are seen Associations showing an
the top social media platforms with the use of Association increase in membership overall
officially used by associations Blogs and Listservs, and the and an increase in renewals
include Facebook (91%), use of Wikis. over the past year are
Twitter (71%), and LinkedIn significantly more likely to use
Only 4% of individual
(53%), although there has been an association blog and a
membership associations and
a slight drop in the percentage private association social
9% of organizational/trade
of LinkedIn use by network, compared to
associations report that they
associations, compared to an associations showing no
do not officially use social
increase in the use of change or declines in
media platforms.
Facebook and Twitter. membership and renewals.
Interestingly, associations with
There has also been an
an 80% or higher renewal rate
increase in associations’ use of
are significantly more likely to use
YouTube over the past year
a Members-Only LinkedIn site.
(45% in 2011 vs. 35% in 2010).
www.marketinggeneral.com
10. Of the social media your association uses, which has been
the most effective in achieving your membership goals?
Most EffecƟve Social Media Outlets in Reaching Membership Goals?
N % Rank 1 % Rank 2
2011 2010 2011 2010 2011 2010
Facebook 329 307 29% 30% 22% 28%
LinkedIn (Public) 161 242 15% 33% 10% 23%
AssociaƟon Listserv 91 125 11% 59% 3% 14%
LinkedIn (AssociaƟon Members Only) 89 NA 8% NA 6% NA
TwiƩer 175 267 7% 10% 20% 26%
Private AssociaƟon Social Network 58 70 5% 39% 4% 27%
AssociaƟon Blog 57 123 5% 19% 4% 16%
YouTube 55 141 3% 6% 6% 16%
Ning/Groupsite 13* 23* 1% 13% 1% 9%
Wikis 6* 55 -- 9% 1% 13%
Flickr 6* NA -- NA 1% NA
Second Life 1* 10* -- -- -- --
MySpace 0 15* -- -- -- --
10 Other 10* 25* 1% 24% -- 4%
* Small cell sizes can result in inflated percentages.
Facebook is now considered LinkedIn (public access) is also rated as an effective outlet by
the most effective media rated one of the top two most a higher percentage of
outlet for reaching specified effective social media outlets, association professionals in the
membership goals. While the but by far fewer respondents, last study (20% vs. 26% in
percentage of respondents compared to the previous 2010). Private association
rating it first has not changed study (15% vs. 33% in 2010). social networks are not
much from the previous study This may be because we considered as effective as they
(29% vs. 30% in 2010), other added a second LinkedIn were in the prior research (4%
outlets that were previously option in the 2011 survey. vs. 27% in 2010).
considered most effective
Facebook is also rated as the Associations with renewal rates
(association listserv and private
second most effective media less than 80%, and those with
association social network) are
outlet, but at a slightly lower individual memberships, are
perceived as significantly less
percentage than in the 2010 significantly more likely to
effective than reported in the
study (22% vs. 28% in 2010). consider Facebook their most
previous study.
effective social network outlet.
Twitter is considered one of
the top two most effective
social media outlets. It was
www.marketinggeneral.com
11. How do prospective new members learn about or
become aware of your organization?
How ProspecƟve Members Learn or Become Aware of Your OrganizaƟon
2011 2010 2009
(N=638) (N=405) (N=599)
Member word-of-mouth recommendaƟons 90% 91% 77%
AssociaƟon website 87% 88% 85%
Email to prospects 71% 67% 61%
PromoƟon to/at your own conference/convenƟon 65% 66% 65%
Co-worker or colleague recommendaƟons 64% 67% 54%
Direct mail to prospects 62% 66% 76%
AssociaƟon-sponsored events 57% 56% 37%
Cross-sell to non-members who buy your products or aƩend
56% 59% 52%
your conferences
Local events/meeƟngs 53% NA NA
AssociaƟon-sponsored social networking websites
51% 56% 35%
(e.g., Facebook, LinkedIn)
ExhibiƟng at other conferences 50% 51% 53%
AdverƟsing in your own publicaƟons 48% 56% 51%
RecommendaƟons from/connecƟons with other associaƟons 47% 50% 40%
Search engines (organic) 45% 47% 34%
Public relaƟons 40% 39% 29%
Chapters 38% 46% 39%
Employer recommendaƟons 33% 37% 30%
AdverƟsing in outside publicaƟons 31% 31% 28%
Faculty recommendaƟons 28% 32% 35%
Personal sales calls 25% 22% 24%
Job board 24% 23% 23%
AccreditaƟon promoƟon 18% 20% 14%
TelemarkeƟng to prospects 16% 18% 18% 11
Search engine ads (paid or pay-per-click) 14% 20% 8% Upward
Paid banners on other websites 12% 13% 12% Trend
Radio or TV 7% 5% 7%
Other 4% 3% 3% Downward
Do not know 0% 0% 1% Trend
Continuing the trend from the previous two studies, • Chapters (38% in 2011 vs. 46% in 2010)
member word-of-mouth recommendations (90%), an • Employer recommendation (33% in 2011 vs.
association website (87%), and email to prospects 37% in 2010)
are the three most common means by which • Association-sponsored social networking
prospective members learn of an organization. websites (51% in 2011 vs. 56% in 2010)
However, email to prospects is the only method of
• Advertising in own publications (48% in 2011
the top three that has shown a continued increasing
vs. 56% in 2010)
trend over the three studies.
• Search engines (paid or pay-per-click) (14% in
More than 60% of association professionals indicate 2011 vs. 20% in 2010)
that prospects learn of their organization through
promotion to/at their conferences (65%), through a co- Associations with an 80% renewal rate or higher
worker or colleague (64%), or through direct mail (62%). are more likely to rely on member word-of-
However, direct mail is the only method of these three mouth recommendations or personal sales calls,
showing a continuous decline from year to year. compared to those with a lower renewal rate.
Recommendations through faculty members have also Those associations that rely on email to
showed a declining trend over the past three years. prospects, local meetings or events, and/or
association-sponsored networking sites to
Other methods that show a decrease in generating increase association awareness are significantly
association awareness from the 2010 study include: more likely to show increases in renewal rates
over the previous year.
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12. What are the two most effective membership recruitment
marketing channels you have used?
Most EffecƟve Membership Recruitment Channels
N % Rank 1 % Rank 2
2011 2010 2011 2010 2011 2010
Member word-of-mouth recommendaƟons 222 371 22% 27% 13% 19%
Direct mail to prospects 171 268 15% 27% 11% 17%
Email to prospects 125 272 10% 10% 9% 14%
PromoƟon to/at your own conference/convenƟon 84 266 8% 11% 5% 8%
Co-worker or colleague recommendaƟons 92 270 7% 13% 7% 13%
Personal sales calls 70 90 7% 23% 4% 16%
AssociaƟon website 94 359 5% 8% 9% 11%
Cross-sell to non-members who buy your products or
85 238 5% 6% 8% 12%
aƩend your conferences
AssociaƟon-sponsored events 94 226 3% 2% 5% 8%
Employer recommendaƟons 29 150 3% 8% 2% 5%
Faculty recommendaƟons 27 128 2% 6% 2% 7%
Chapters 34 188 2% 10% 3% 9%
ExhibiƟng at other conferences 32 208 1% 3% 4% 5%
AdverƟsing in your own publicaƟons 7 226 1% 0% 1% 1%
RecommendaƟons from/connecƟons with other
16 202 1% 2% 2% 5%
associaƟons
Search engines (organic) 19 192 1% 1% 2% 5%
Public relaƟons 9 158 1% 3% 1% 3%
AssociaƟon-sponsored social networking websites
12 (e.g., Facebook, LinkedIn)
16 226 1% 0% 2% 0%
Local events/meeƟngs 29 NA 1% NA 4% NA
AccreditaƟon promoƟon 9 82 1% 6% 1% 4%
TelemarkeƟng to prospects 18 73 1% 7% 2% 7%
AdverƟsing in outside publicaƟons 7 128 -- 2% 1% 3%
Radio or TV 4 19 -- -- 1% --
Job board 2 94 -- -- -- --
Search engine ads (paid or pay-per-click) 4 80 -- -- -- --
Paid banners on other websites 0 51 -- -- -- --
Other 15 13 2% 15% 1% --
While the percentages have A significantly higher A significantly higher
fallen somewhat, the top two proportion of individual percentage of larger
most effective recruitment member associations rank associations (5,000 or more
channels are still considered direct mail to prospects as the members) consider direct mail
member word-of-mouth most effective membership to be the most effective
recommendations and direct recruitment channel, recruitment channel,
mail to prospects. compared to trade compared to smaller
associations (19% vs. 12%), associations. Small
while association executives from associations (up to 1,000
trade associations are significantly members) are significantly
more likely to rate personal sales more likely to rate personal
calls as most effective for sales calls as the most effective
recruitment (16% vs. 2%). recruitment channel.
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13. What do you believe is the ONE TOP reason members
JOIN your organization?
25%
Networking wit others in the field
N th 24%
22%
Ac alized and/or current
ccess to specia 14%
4
13%
info
ormaƟon 23%
2011 (N=641)
)
10%
vocacy
Adv 11% 2010 (N=400)
)
Not asked in 2009
2009 (N=303)
)
7%
ConƟnuing educaƟon
C 11%
5%
7%
Learning best pracƟce in their profession
es 9%
8%
8
Discounts on products or me
eeƟng 5%
6%
urchases
pu 9%
5%
Prest of belongin to the assoc
tige ng ciaƟon Not asked in 2009/2010
5%
erences/trade shows
Confe Not asked in 2009/2010
4%
aƟon or cerƟficaƟon
Accredita 4%
2%
3%
ociaƟon publicaƟons
Asso 6%
3%
2%
Adva
ancing their po
osiƟon 2%
4%
1%
%
Access to career reso
s ources 3%
1%
%
1%
%
Acc to industry benchmark studies
cess y 1%
%
Not asked in 2009
Insurance (Affinity prog
e grams)
1%
% 13
Not asked in 2009/2010
1%
%
Access to industry thought le
A eaders
Not ask in 2009/2010
ked
1%
%
No sure
ot 2% 2011 (N=641)
)
Not aske in 2009
ed
2010 (N=400)
)
8%
8
Other 9% 2009 (N=303)
)
10%
One-quarter of respondents the main reason members join vs. 10% showing no change,
indicate that the top reason their association. This and 6% showing declines).
they joined was to network percentage did not shift much
There is a downward trend in
with others in the field (25%). from the 2010 study (up from
the percentage of respondents
This represents a continued 13%), but still represents a
who believe that discounts on
trend upward, suggesting that substantial decline from the
products and meeting
networking events and result in 2009 (23%).
purchases are a strong
opportunities are becoming
Advocacy is considered a membership driver.
increasingly more important
strong membership driver by Respondents are also less
for members. This is
about 10% of association likely to believe that
specifically evident for smaller
professionals, on par with the continuing education, best
associations, those with fewer
2010 findings. This is especially practices, association
than 5,000 paid members.
true for associations with publications, and career
Fourteen percent of renewal rates at or above 80% resources are strong
association professionals (14% vs. 5%) and those with an membership motivators.
believe access to specialized increase in membership counts
and/or current information is over the past five years (13%
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14. Who is most likely to pay the dues for your membership?
8% 4%
Employyer/Company
Employyer/Company
51%
% Member
Member
37%
7 Both (p
parƟal reimburrsement)
Both (p
parƟal reimburrsement)
Not sure
Not sure
2011 (N
N=643)
2011 (N
N=643)
About half of the respondents associations with renewal rates Looking at industry,
indicate that dues are most below 80% are significantly associations more likely to
likely paid by a member’s more likely to report dues are have employer/company
employer or company (51%), paid by the member, partially financial backing include:
and 37% report that the or in full.
• Finance/Accounting (68%)
member pays the dues
However, associations where
themselves. Only 8% of • Professional Services (63%)
14 the member pays his or her
association professionals • Building/Construction (90%)
own dues are more likely to
indicate that members
have seen membership growth • Manufacturing (68%)
typically receive a partial
in the past year (53% vs. 46%)
reimbursement for their • Travel/Hospitality (74%)
and are more likely to have
membership.
seen membership growth Associations, by industry, most
Associations that indicate that in the past five years likely to have members paying
an employer/company are (53% vs. 47%). their own dues include:
most likely to pay membership
Organizational/trade • Philanthropic (52%)
dues realized a greater
associations are more likely to
decrease in renewal rates than • Healthcare (52%)
have employer/company
associations that indicate that
financial support for • Scientific/Engineering (47%)
the individual member pays
membership dues (80% vs.
the dues for themselves (50%
32% for individual membership
vs. 38%).
associations). Conversely,
Associations with renewal rates individual membership
at or above 80% are organizations are significantly
significantly more likely to more likely to have members
report that the who pay their own dues,
employer/company pays compared to trade
membership dues, while associations (52% vs. 16%).
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15. Which of the following communication methods do you use
to help onboard or engage new members in the association?
71%
Email welco
ome 72%
62%
67%
Mailed welcome kit
e 68% 2011 (N
N=643)
83%
2010 (N
N=402)
51%
Membership card or cerƟfic
c cate 599% 2009 (N
N=337)
58%
30%
Volunt elcome phone call
teer or staff we 32%
%
26%
25%
ember introductory email series
New-me 27%
14%
In-pe
erson new-mem mber recepƟon or
n 23%
20%
orienta
aƟon 19%
23%
Special discou on purcha
unts ases 23%
17%
18%
Invite to chapter meet
o ting 25%
23%
17%
New
w-member sur
rvey 18%
20%
Ne
ew-member ne
ewsleƩer (Mai or
il 15%
20%
elect
tronic) 1
11%
12%
Tele elcome phone call
emarkeƟng we 10%
4%
New-member giŌ (i.e., giŌ ca
N ard, 1
11%
0%
calendar, or notepad) 0%
10%
Custo new-memb renewal series
om ber 1
11%
7%
5%
Early or "at birth" renewal
" 4%
2% 15
2% 2011 (N
N=643)
No specia communicat
al tion 2%
2%
2010 (N
N=402)
5%
Ot
ther 5% 2009 (N
N=337)
8%%
The most commonly used from the previous years (59% in those with less than 80%
methods for onboarding or 2010 and 58% in 2009). renewal rates are significantly
engaging new members are an more likely to use membership
The use of in-person new-
email welcome (71%) and a cards/certificates (57% vs. 47%)
member reception or
mailed welcome kit (67%). and/or new-member gifts (15%
orientation has increased
Neither shows shifts in vs. 9%).
slightly from the previous
percentage of usage from the
studies (23% vs. 20% in 2010 Furthermore, associations
2010 study, but the percentage
and 19% in 2009). showing an overall increase in
of associations that use an
membership over the past five
email welcome continues to However, the popularity of
years are significantly more
remain above the initial 2009 invitations to chapter meetings
likely to include a custom new-
benchmark (62%), while the and new-member newsletters
member renewal series as an
percentage of associations has shown a decline from the
onboarding tool (12% vs. 6%).
using a mailed welcome kit previous findings.
remains below the 2009 Associations reporting
benchmark (83%). Associations with 80% renewal
increases in renewal rates are
or higher are significantly more
significantly more likely to
About half of association likely to include a volunteer or
incorporate an email welcome
professionals provide a staff welcome phone call as
into their engagement tool kit
membership card or certificate part of their onboarding
(80% vs. 71%).
to members (51%), a decline methods (34% vs. 24%), while
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16. What proportion of your members do you estimate engage
with your organization in the following areas EACH YEAR?
Percentage of Members Engaged With Each Type of AcƟvity
1% - 6% - 11% - 16% - 21% - 31% - 41% - Over
N 0% Mean
5% 10% 15% 20% 30% 40% 50% 50%
AƩend your annual
592 7% 15% 14% 10% 13% 14% 8% 8% 12% 22%
convenƟon
AƩend at least one of your
professional development 540 10% 18% 12% 9% 14% 13% 9% 7% 8% 19%
meeƟngs
Acquire or maintain a
cerƟficaƟon with your 480 47% 14% 9% 6% 7% 4% 2% 3% 8% 11%
organizaƟon
AƩend at least one of your
519 25% 27% 14% 10% 7% 7% 6% 3% 3% 11%
webinars
ParƟcipate in your public
539 12% 35% 23% 9% 7% 7% 3% 2% 2% 10%
social network
Purchase a non-dues
product (other than 494 29% 25% 16% 10% 5% 5% 4% 1% 4% 10%
previously checked)
Volunteer with your
581 8% 39% 25% 10% 9% 5% 2% 1% 1% 9%
organizaƟon
16 Purchase a book or
505 34% 24% 16% 8% 6% 5% 3% 2% 4% 9%
directory
ParƟcipate in your private
511 34% 24% 16% 8% 5% 4% 4% 2% 3% 9%
social network
Purchase a non-dues
service (other than 473 36% 27% 13% 8% 5% 3% 2% 2% 4% 9%
previously checked)
Purchase or maintain
insurance through your 479 52% 22% 8% 7% 3% 3% 2% 1% 4% 7%
organizaƟon
Upgrade their
472 48% 24% 12% 4% 3% 4% 2% 1% 2% 6%
membership
ParƟcipate in your young
447 57% 25% 9% 4% 3% 1% 0% 0% 0% 3%
professional program
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17. The two most engaging activities (by mean) are Greater than one-third of associations report that
the annual conventions (22%) and the up to 5% of their members either volunteer
professional development meetings (19%). within the organization (39%) and/or participate
in the association’s public social network (35%).
20% of association professionals indicate that
more than 40% of their members attend their Findings indicate that associations with more
annual convention. than 80% in renewals and those with increases in
membership over the past year are significantly
Greater than 10% of respondents report that
more likely to have over 50% of their members
more than 40% of their members attend at least
attend the annual conference.
one of their association’s professional
development meetings and/or acquire or Associations with renewal rates at 80% or higher
maintain a certification with the organization. are significantly more likely to have about 11% to
15% of their members volunteer within the
More than half of the associations report that
organization, compared to associations with
none of their members engage with their
lower renewals (12% vs. 7%).
association through a young professionals
program (57%) and/or purchase insurance
through the association (52%).
17
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18. What is your overall membership renewal rate?
3%
3
Unde 50%
er 3%
3
2%
% 2011 (N=643)
2010 (N=403)
6%
50% t 59%
to 4% 2009 (N=337)
4%
10%
60% t 69%
to %
11%
7%
23
3%
70% t 79%
to 21%
16%
4%
34
80% t 89%
to 40%
37%
18
23
3%
90% or h
higher 18%
29%
2%
%
No sure
ot 3%
3
4%
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19. In the current study, there is an Small associations with up to Association industries most
increase in the percentage of 1,000 members are likely to show renewal rates at
associations reporting overall significantly more likely to 90% or higher include:
renewal rates of 90% or higher. report renewal rates above
This percentage shows a 90%, while associations with • Finance/Accounting (41%)
substantial rebound from the more than 1,000 paid • Manufacturing (43%)
precipitous drop between the members are significantly
• Education (23%)
2009 and 2010 study. more likely to indicate renewal
rates between 70% to 79%.
There is a decrease in the Association industries most
percentage of associations Organizational/trade likely to show renewal rates
reporting renewal rates associations are significantly between 80% and 89%
between 80% to 89%, more likely to report renewal include:
suggesting that some of the rates above 90% compared to • Building/Construction (45%)
associations reporting an 80%- individual member
• Scientific/Engineering (44%)
89% renewal rate in the 2010 associations or those with both
research may have been able types of members (36%: trade • Healthcare (37%)
to increase their renewal rates vs. 16%: individual; 14%: both). • Professional Services (31%)
past 90%.
• Philanthropic (30%)
There is an increasing trend in
the number of associations
reporting renewal rates
between 70%-79%.
19
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20. Renewal Rates by AssociaƟon Member Size
Under 50% to 60% to 70% to 80% to 90% or
N
50% 59% 69% 79% 89% higher
Up to 1,000 190 4% 5% 6% 15% 34% 33%
1,001 to 5,000 179 2% 6% 10% 27% 34% 20%
5,001 to 20,000 159 3% 6% 11% 26% 33% 19%
Over 20,000 109 1% 6% 12% 28% 38% 15%
Associations with more than 1,000 members are trade/organizational associations are significantly
significantly more likely to report renewal rates more likely to show renewal rates above 90%, it
between 70% to 79%, compared to the small- is highly probable that the small-sized
sized associations. Considering that associations are trade associations.
Renewal Rates by Percentage of Last Dues Increase
Under 50% to 60% to 70% to 80% to 90% or
N
50% 59% 69% 79% 89% higher
1% to 10% 423 2% 6% 9% 23% 34% 25%
11% to 20% 112 2% 5% 10% 29% 34% 20%
21% or more 59 9% 5% 15% 20% 36% 12%
20
Associations whose last dues increase was higher, compared to associations whose dues
between 1% and 10% are also significantly increase was more than 10%.
more likely to show renewal rates at 90% or
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21. How many membership renewal CONTACTS (such as mailings,
emails, phone calls) do you make before a membership expires
with your organization?
2%
None 2%
1%
23%
1 to 3
t 22%
21%
44%
4 to 6
t 44%
46%
18%
7 to 9
t 20%
19%
7%
10 to 12
o 6%
7%
1%
13 to 15
o 2%
2%
1%
16 to 18
o 1% 21
1%
2%
More than 18
n 2%
1% 2011 ( (
(N=642)
2011 (N=642)
2010 ( (
(N=404)
2010 (N=404)
1%
Not sure
s 2% 2009 ( (
(N=337)
2009 (N=337)
%
3%
Overall, there is very little Fewer than 10% of associations Associations with more than
change from the previous make 10 or more membership 1,000 members are
studies in the number of renewal contacts before a significantly more likely to
renewal contacts made before membership expires. make from four to six renewal
a membership expires. More contacts compared to those
Organizations with 10 or more
than 40% of associations make with 1,000 members or fewer.
renewal contacts are slightly
four to six contacts before a
more likely to have renewal
membership expires (44%).
rates over 80% (11% to 9%).
About one-quarter of
Organizations with nine or
associations only make one to
fewer renewal contacts are
three contact attempts, while
slightly more likely to have
close to 20% make seven to
renewal rates less than 80%
nine contact attempts.
(87% to 84%).
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22. When do you start the renewal effort?
8%
Im
mmediately aft welcoming
ter 6%
10%
2011 (N=6
641)
6% 2010 (N=4
405)
Prior to 6 months befo expiraƟon
ore 8%
8% 2009 (N=3
336)
7%
At 6 months prior to expiraƟon
r 5%
%
7%
4%
5 months prior to expiraƟon
r 3%
%
5%
12%
4 months prior to expiraƟon
r 14%
%
13%
33%
3
3 months prior to expiraƟon
r 35%
33%
3
16%
2 months prior to expiraƟon
r 15%
13%
22 8%
1 month prior to expiraƟon
r 7%
5%
%
3%
The month of expiraƟon
h 3%
4% 2011 (N=6
641)
3% 2010 (N=4
405)
Not sure 3%
2009 (N=3
336)
5%
%
Compared to the two previous studies, there are Associations with renewal rates below 80% are
basically no changes with regard to when significantly more likely to begin renewal efforts at
associations begin their renewal effort. About one- three months prior to membership expiration (39%
third of associations begin their renewal effort three vs. 29%).
months prior to membership expiration.
Associations with renewal rates at 80% or higher are
Just over 10 percent of associations either begin more likely to begin renewal efforts from
their renewal effort at four months prior to expiration “immediately after welcoming a member” to the
(12%) or two months prior to expiration (16%). six months prior to expiration (24% to 19%).
There is a slight upward trend to start renewal Organizational/trade associations are significantly
efforts closer to the date of membership expiration more likely to start renewal efforts at two months,
(one or two months prior to expiration). compared to individual membership associations
(22% vs. 13%: individual), and as noted earlier, trade
associations have higher renewal rates compared to
individual membership associations.
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23. When do you end renewal efforts
(stop renewal contacts to the member)?
2%
At the mon of expiraƟo
nth on 1%
2% 2011 (N=639)
1
8% 2010 (N=404)
0
1 month aŌer expiraƟo
on 9%
9% 2009 (N=336)
9
13%
2 months aŌer expiraƟo
on 14%
13%
24%
3 months aŌer expiraƟo
on 23%
21%
7%
4 months aŌer expiraƟo
on 7%
13%
3%%
5 months aŌer expiraƟo
on 2%
Not asked in 2
2009
8%
6 months aŌer expiraƟo
on 8% 23
Not asked in 2
2009
11
1%
More t
than 6 months aŌer expiraƟo
on 14%
Not asked in 2
2009
22%
We do stop contact
on't 19%
21%
3%
2011 (N=639)
1
Not sur
re 3%
%
4%
4 2010 (N=404)
0
2009 (N=336)
9
About one-quarter of association professionals after membership expiration (23% vs. 20%).
indicate they end renewal efforts three months Additionally, associations with an increase in
after membership expiration (24%). This membership over the past five years are
represents a continued upward trend. significantly more likely than associations with five-
year declines in membership to report that they
22% of associations indicate they do not stop
do not stop contact for renewals (25% vs. 16%).
contact for renewal efforts, a slight increase over
the previous year’s decline. Associations with dues increases up to 20% are
significantly more likely to indicate they do not
Directionally, associations with renewal rates at
stop contacting lapsed members compared to
80% or higher are more likely to report they do
those with dues increases above 20%.
not stop contacting members for renewal even
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24. Which of the following marketing channels do you use
for membership renewals?
88%
Email markeƟng 88%
83%
82%
%
Direct mail
t 85%
8
91%
52%
Staff phone calls
e 49%
56%
24
4%
TelemarkeƟng 23%
%
27%
20%
Pee member con
er ntacts 24
4%
31%
18%
Board phone calls
e 15%
28%
15%
Magazine cover wraps
w Not aske in 2010/2009
ed
14%
Chapter phone calls
C e 14%
15%
13%
Social media con
ntacts Not aske in 2010/2009
ed
10%
Fax 11%
17%
2011 (N=644)
24 Employer con
ntacts
8%
7%
7 2011 (N=644) 2010 (N=405)
%
4%
2010 (N=405) 2009 (N=333)
3%
Other
O 3% 2009 (N=333)
4%
%
Email marketing and direct mail are still the most Associations reporting increases in overall
common marketing channels for membership membership over the past year are significantly
renewals, although direct mail shows a more likely to use social media contacts
continued drop in usage for renewals. compared to associations showing declines in
membership (16% vs. 8%).
Staff phone calls are used by more than half of
the associations (52%), showing a slight increase Associations with increases in renewals are
over the previous year’s drop. significantly more likely to use email compared
to associations showing declines in their
About 2 in 10 association professionals indicate
renewals over the past year (92% vs. 84%).
that their organization uses peer member
contacts for renewal marketing, although this Individual membership associations are
channel has also shown steady declines in usage. significantly more inclined to use email
marketing and direct mail compared to trade
Associations with an 80% renewal rate or higher
associations. However, the trade associations
are significantly more likely to use staff phone
show a significantly higher percentage of use for
calls for renewal marketing (60% vs. 40%) and
channels such as staff phone calls, peer member
directionally are more likely to also use peer
contacts, and board member phone calls.
member contacts (22% vs. 18%).
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