Presentation given by Jodie Slaughter, FASAE and Jodie Slaughter, FASAE President and Founding Partner, McKinley Advisors and Michelle Mason, CAE, FASAE, CQIA Managing Director, ASQ at ASAE Annual Meeting 2012 Member Models and Their Relation toValue in a Time of Change

1. Member Models and Their
Relation to
Value
in a Time of Change
Jodie Slaughter, FASAE
President and Founding Partner
McKinley Advisors
And
Michelle Mason, CAE, FASAE, CQIA
Managing Director
ASQ
#ASAE12 LO1

2. Membership
is dead!
Long live
membership!

3. Is the annualized trend in full, paid
memberships for your association over the
past 5 years higher, lower or flat?
F

4. Is the annualized trend in full, paid memberships
for your association over the past 5 years:
CESSE 2012 EIA 2011 EIA 2010 EIA
44%
34%
Higher 44%
44%
29%
26%
Lower 38%
28%
27%
37%
Flat 18%
23%
0% 10% 20% 30% 40% 50%

5. What do you anticipate will happen with
membership over the next 5 years?
forward-looking

6. Same trend with 5 year forward-looking estimate:
forward-looking
Estimate CESSE 2012 EIA 2011 EIA 2010 EIA
67%
44%
Higher 34%
44%
44%
15%
29%
Lower 26%
38%
28%
12%
27%
Flat 37%
18%
23%
0% 20% 40% 60% 80%

7. What concerns you most about
membership in your association over the
next five years?

8. What concerns you most about membership in
your association over the next 5 years?
Aging Membership/Attracting 14
Youth
Providing/Communicating 11
value
Membership Model 6
Competition 4
Lack of Employer/Govt funding 4
"Open" Journals / Info 4

9. 65 or older 6%
55-64 39%
45-54 30% Typical age
distribution of an
35-44 18%
association’s
25-34 3% membership
Under 25 1% TODAY
0% 20% 40% 60%

10. 65 or older 39%
55-64 30% Forecast age
45-54 18% distribution for the
35-44 9% same association in
25-34 3%
2025
Under 25 1%
0% 20% 40% 60%

11. Your Value Proposition
• It’s more than what you say.
• It’s also what you deliver.

12. How we look to some…
Pay us in advance so that you’ll have lots more to read
and the ability to pay us again for access to things that
may or may not be relevant for you…
…because it’s the “right thing to do” and you’ll feel
guilty if you don’t.

13. Customer Value Proposition
Job to be done: solves an important problem or
fulfills an important need for the target customer
Offering: satisfies the problem or fulfills the need.
This is defined not only by what is sold but also by
how it’s sold.
Adapted from Reinventing Your Business Model; Mark W. Johnson, Clayton M. Christensen, Henning Kagermann; Harvard Business Review, December 2008

14. Compare:
•Networking Opportunities All Year Long
•Meet Your Next Employer, Client, Hire Here
•Keep Up to Date on Trends in the Field
•Easy Ways to Maintain Your Designation/
License/Credential (so you can keep
working, get business, etc.)

15. is Subjective
• Demographics can matter
• Career stage
• Job setting
• Level of engagement…
• And sometimes they don’t
Q: What affects value in your
Organization?

16. Variable Value
Good of the Personal
Order Benefits

17. How do you determine member
value in your organization?

18. How do you know?
• You have to be curious
• Look at behaviors
• Study transactional data
• Link to demographics
• Ask the right questions
• And listen

19. Your Value Proposition
• It’s more than what
you say
• It’s also what you
deliver

20. Living with a mature model
We typically try build our member
value proposition around our
existing processes and resources…
…this has acute impact on the
membership value proposition.

21. Think about:
 Conference committees
 Website navigation
 Presidential initiatives
 Chapter meetings
 e-newsletters

22. Some of our processes and
decisions that erode the
MVP:
 Product development
 Pricing
 Brand strategy
 Incentive compensation
 Promotional mix
 Technology platforms
 Service levels
 R&D investment

23. Think about what you offer:
• Is available EXCLUSIVELY to members?
• Addresses ONE job to be done, not ten?
• Is CHEAPER, FASTER or EASIER to obtain?
• Is relevant to nearly ALL of your target
audience?
What do you that fits the bill?

24. Strategies to Enhance the MVP
• REWORK internal structures
• Seek BALANCE in the MVP
• Focus on the USER EXPERIENCE
• Determine what can be made EXCLUSIVE
• Test low/no cost CONTENT alternatives
• TARGET communications (REALLY)
• Invest in MOBILE
• Increase FLEXIBILITY in membership
policies

25. What should you do next to
enhance your MVP?

26. The Half-Full Glass:
• There WILL be markets and potential members
to serve in the future.
• Certain membership drivers are ETERNAL.
• Membership growth is a LAG INDICATOR of a
viable customer value proposition.
• Our challenge is to create a BALANCED AND
COHERENT value proposition for membership.

27. Really?
Really?

28. Not if you offer unique value
and have the tools to make
it compelling.