The Moery Company helps solve revenue growth problems for our partner associations, whether it’s membership, product, sponsorship, or exhibitor programs. We employ a holistic approach toward identifying the underlying factors contributing to an organization’s revenue stall or design new approaches to help take revenue to the next level. Our careful and methodical approach enables our team to resolve our client’s overall challenge.

2. • Millions of dollars sold in
membership and sponsorship
• More than 250,000 sales and
marketing contacts annually
• Advisor to nation’s top
associations for business
growth and management
2
Moery Company Background

3. Why Associations Hire Us
Turning our experiences in selling sponsorships and
memberships for associations into intelligence and insights
for associations seeking growth.
Review membership models and sponsorship platforms
for revenue optimization.
Compare associations with competitors to better understand
the context of their membership growth efforts.
Initiate valuable conversations with members to provide
candid insights about the awareness and relevance of the
value proposition.
Provide actionable and achievable recommendations based
on our experience “doing the work” – articulating
association value proposition to prospects every day.

4. “Associations Like a Business”
Consulting Services
The Moery Company clients began to
ask us to assist with deeper
understanding of the value proposition
of membership and sponsorship sales.
In response, we actively began building
our consulting services and analytic
capabilities.
Our clients have received data-driven
recommendations
• Bolster membership growth
• Benchmark against competitors
• Fine-tune dues pricing
• Repackage or bundle products with
membership levels
• Redesign sponsorship campaigns

5. Client Question 1.
How do We Compare to
Competitors?

6. Solution 1 – Competitor Review
• Analysis of each competitor
• Comparison of major areas of
revenue and industry benchmarks
• Comparison of dues schedules
• Comparison of sponsorship plans
Deliverable – custom view of
competition in client’s space

7. Example Competitor ABCD
Comparing Revenue to Mission
$4,532,162
$613,669
$1,765,000
Dues
Meetings
Publications/Products
Sponsorship/Ads
Other
Mission is to ensure industry
growth and focus as
determined by members
ABCD TOTAL REVENUE
• Primary activities
• Regulatory affairs to aid
members
• Capitol Hill Day with legislators
• Annual meeting w/ trade show
• Robust sponsorship program

8. Competitor ABCD Membership
• Primary Members – Industry Manufacturers
– Dues $750 to $9500
– Can hold leadership positions
– Complimentary attendance at CEO conference and copies of
magazine
• Associate members - Service Providers
– Dues $1,500-$50,000
– Strategic Leadership and Governance Opportunities at
reserved for highest dues levels
– Access to Executive Summits and Peer Group Participation at
highest dues levels
– Advertising, sponsorship, and exhibiting opportunities including
business partnerships (endorsement program)

9. Staff Size vs. Industry
NumberofStaff
Annual Association Budget
Based on ASAE data
0
2
4
6
8
10
12
14
16
18
20
<1M $1M to $2M $2M to $5M
Average
CLIENT
ABCD
EFG
Made case for more staff
based on data for Client

10. Reported Lobbying Expenditures
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
2012 2013 2104
ABCD EFG HIJ KLMN UVW XYZ
Data publically reported – opensecrets.com
CLIENT OPQ RST
Understanding Client’s political clout
versus competition

11. Operating Ratio vs. Industry
Legend
Revenue > Assets
Revenue = Assets
Revenue < Assets
*Averages based on association size from ASAE's Association Operating Report,14th Edition
Organization Size
Industry Average
$10M-$20M >$20M
1.0 1.1
ABCD CLIENT EFG HIJ KLMN
2013 1.4 1.5 1.8 1.2 0.8
2012 1.4 1.5 0.7 2.0 0.9
2011 1.2 1.5 0.7 1.9 0.9
ASAE Operating Ratios were used to see
weakness – noted in EFG and KLMN.
Most useful in analysis of fiscal strength of an
association over time when considering
mergers and acquisitions or d.

12. Example Comparison
RelativeFocus
Resources Available
More Focus, More Resources
Less Focus, Fewer
Resources
Focus is based on an
analysis of funding
available within an
organization
Activity is based on efforts
relative to other associations
Less Focus
More Focus
More Resources
Outliers tend to be the most interesting in this analysis. Like-sized and like-focused
groups tend to group fairly closely.
Fewer
Resources

13. Sample Meetings Comparison
Meetings
Less Focus
More ResourcesFewer Resources
EFG
HIJ
ABCD
KLM
Clients can see how they compare to competitors based
on revenue for key areas such as meetings, advocacy, and
programs
NOP
QRS
TUV
CLIENT
WXY ZAB
CDF
RelativeFocusonMeetings
Resources Available
More Focus

14. Client Question 2:
Are my dues too high?

15. Solution 2 – Dues Analysis
• Comparison to competitors
• Modeling of dues rates
• Interviews with members and staff
Deliverable - Recommendations for
adjusting dues rates based on external
and internal analysis

16. Comparison of Competitor Rate Cards
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$0 $500,000,000 $1,000,000,000
CLIENT
ABCD
Member Annual Sales
AnnualDues
At $75M Sales,
ABCD and EFG Dues
are higher $100K
vs. $50K for CLIENT
EFG
HIJ
KLM

17. Hypothetical Modeling
What Would CLIENT Dues Look Like Using
ABCD or EFG Structure?
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
0 100 200 300 400 500 600
About $4.5M more in
client dues if using
ABCD or EFG schedules
Number of Members
CumulativeDues

18. Modeling of impact of dues
decrease for smaller members
0
20
40
60
80
100
120
140
$20,000 $25,000 $30,000 $35,000 $40,000 $45,000 $50,000
$50
$500
$1,000
Each line
represents
dues amount
for smaller
members
Total Dues Income From Larger Members
NumberofUpperTierMembers
There is no significant difference in total
dues receipts if small member dues are
$50 or $1,000 provided additional large
members added
118 large
members
necessary
paying $20K
each to maintain
current dues
income
46 large
members
necessary
at $50K
each

19. Advanced Modeling
of Dues Categories
$0.00
$0.50
$1.00
$1.50
$2.00
$2.50
$0 $25,000,000 $50,000,000 $75,000,000
Member Company Revenue
DollarsSpentinDuesPer$1000Income
$1M, $5M,
and $10M in
Revenue
A $1M Revenue firm
would pay $2 of every
$1000 earned, but a
large firm would pay
<$0.50
Used to show the discrepancies
at the low end of the rate card
and recommended smoothing
the curve

20. Client Question 3:
Who are my best members?

21. Actually, this question isn’t asked, but
we help clients understand anyway
• Modeling of products and dues to see
contributions
• Segmentation to show value of
products to member groups
Deliverable – Understanding of spending
patterns of members and importance of
specific tiers/groups of membership and
recommended product bundling

22. Trade Association Dues Curve
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
1 101 201 301 401 501 601
½ of dues line
Used for each
association to
illustrate
contributions by
members
Number of Members
CumulativeDues

23. Typical Trade Association Curve
and Implications for Strategy
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
1 11 21 31 41 51 61 71 81 91 101 111 121 131
Strategy based
on low financial
barrier
Strategy based
on engagement
and savings
Strategy
based on
exclusivity
and access
CumulativeDues
Number of Paying Members

24. Example of the Financial Return of
Engagement
• The average member purchases from Super
Product are 10 times the average for
nonmembers
Average Super Product Purchases from
Members vs. Nonmembers
$0
$50,000
$100,000
$150,000
Member Nonmember

25. Impact of Largest 25 Members Support
on Client Association
0%
20%
40%
60%
80%
100%
Dues Convention Committees Total
Revenue from Top 25 All Others
Largest firms control committees and provide
about ½ income to Client, but do not support
the convention as much

26. Sample of Super Program as a benefit for a
tiered or bundled membership
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
1 2 3 4 5 6 7 8 9
TIER 2
Membership Category
PercentParticipation
TIER 1
TIER 3
Super Program would be
most appealing to Tier 2

27. Question 4: How can we
revamp our sponsorship
program?

28. Solution 4: Sponsorship Revamp
• Comparisons to association
competitors
• Analysis of sponsor purchasing trends
inside the entire association Sponsor
interview for inventory enhancements
Deliverable – Recommendations of best
practices in sponsorship program
structures based on internal and external
data

29. Comparing Sponsorships
$-
$50,000
$100,000
$150,000
$200,000
Premium Sponsorships
Review of competition’s premium-
level sponsorships to see how
Client compares
ABDC EFG CLIENT HIJ KLM NOP
LargestPremiumSponsorship

30. Sample Sponsorship Analysis –
Internal Data
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
1 6 11 16 21 26 31 36 41 46 51 56 61 66
CumulativeContribution
Number of Sponsors and Small Exhibitors
3/4 Total
Three companies make up ½ income. Thirteen make up ¾ of income make up
½ income. Combined, 60% of the companies represent only 1/8 of income
1/8 total revenue
1/2

31. Deliverables to Your Association
• Custom Solutions
– Data-driven
– Unique to your association
• Realistic Recommendations
– Practical, actionable outcomes
– Fiscally focused
– Best practice based
– Moery Co sales experience applied to
recommendations

32. www.moerycompany.com |
Office: 571-814-3443
Podcast: Association Labs
Twitter: @jpmoery
Linkedin: www.linkedin.com/company/moery-lai
Facebook: www.facebook.com/MoeryCompany
105 Oronoco Street, Suite 309, Alexandria, VA 22314

33. Your Project Leader
JP Moery is the President and founder of The Moery Company. He has 25 years of
experience in the association industry, having built a track record of success at the
nation’s most influential associations.
JP previously served as Senior Vice President at the U.S. Chamber of Commerce
where he oversaw the Association Committee of 100, the most prestigious group of
association CEOs in the country. JP developed and launched a program that added
more than 250,000 companies to the organization’s membership.
JP was also Executive Director for the American Trucking Association and Vice
President of the Specialized Carriers and Rigging Association.
JP has experience in digital media, having served as Executive Vice President,
Association Relations for the digital media company SmartBrief. Under his
leadership, the number of partnering associations for SmartBrief doubled in less
than 3 years.
He is a graduate of the University of Oklahoma and serves on the President’s
Associates Advisory Council. JP is the commissioner of the elite youth Fastpitch
program, Alexandria Tsunami, and manages its 18u and 12u teams. He was
recognized as a “Champion of Character” by Fairfax County for the demonstration of
sportsmanship he displays in youth sports. His wife, Diane and daughters Grace and
Katie Jo live in Alexandria, VA.

34. Vice President, Elizabeth H. Johnson, a member of The Moery Company team since its
inception in 2010, is responsible for selling memberships and sponsorships for such
organizations as the National Association of Manufacturers’ CMA, CQ/Roll Call, and SCG Legal
– a global network of independent law firms.
With quality customer service a top priority, Elizabeth has led successful membership
campaigns for our first client, Consumer Specialty Products Association (CSPA)—meeting and
exceeding membership goals each year. In addition, Elizabeth sold record amounts of print
and online advertising for CEO Update, growing and expanding new revenue opportunities for
the publication. Prior to The Moery Company, Elizabeth worked within the association
segment of Marriott’s prestigious global sales team.
Senior Vice President of Sales, Mike Thomas, a business development professional with vast
association and media experience joined The Moery Company in 2013. Presently, Mike
conducts sponsorship and membership campaigns for several organizations, including the
American Coatings Association, Aluminum Association, Association and the Manufacturers
Alliance for Productivity and Innovation.
Mike has nearly 20 years of experience in business development, sales, and management.
Mike has worked with key associations including the Grocery Manufacturers Association,
National Education Association, National Association of Manufacturers, and the National Retail
Federation. Preceding his alignment with The Moery Company, Mike was the Director of Sales
at Bulletin Media and Senior Sales Manager at SmartBrief.

35. Business Development Manager, Bethany Murphy became a member of the Moery team
in 2014. A seasoned sales associate, Bethany’s focus is on membership and sponsorship
campaigns for several Moery clients, including the American Bakers Association, Council of
Institutional Investors, Dangerous Goods Advisory Council, Greater Washington Board of
Trade and the Manufacturers Alliance for Productivity and Innovation.
Bethany joined The Moery Company from Bulletin Intelligence in Washington, DC, where
she was an Account Executive. With expertise in all phases of the sales cycle from
prospecting to closing, Bethany also developed and expanded upon advertising revenue
and created effective target marketing strategies for her clients.
Sales Associate Billy Harley, is the most recent addition to the Moery team. Billy is
responsible for establishing contact and qualifying potential sponsors and new members
for our clients; responding to inbound requests from prospects; the coordination of mass
emails, and managing new accounts in our sales CRM. A graduate of Christopher Newport
University, Billy comes to The Moery Company with a solid background in dedicated
customer service.

36. Consulting Team
Senior Analyst, Patty Leeman, MBA , CAE, of the nationally respected
association consultancy firm, Association Laboratory, is an
experienced senior association executive with nearly 20 years of
experience developing and leading strategic association initiatives.
She leads business and research engagements for professional and
trade associations and will conduct financial analysis on this project
on behalf of The Moer y Company.
Her work experience includes the U.S. Chamber of Commerce and
professional associations in healthcare and engineering. Patty is a
Certified Association Executive who holds a Masters of Business
Administration from The George Washington University and Masters of
Civil Engineering from the University of Houston.

37. As Chief of Staff for The Moery Company, Amanda Freeze assists the CEO in managing the
day-to-day business needs: meeting planning, scheduling, client relations, travel and other
organizational responsibilities for the team.
Prior to joining The Moery Company, Amanda was employed by Affinity Center International,
an association consulting firm where she developed a solid record of customer service,
business development expertise, and organizational collaboration with association
professionals.
Operations Manager, Diane Moery oversees the accounting operations, financial reporting
and human resources for The Moery Company. Concurrently, Diane is a Board Member for
the Hollin Meadows Partnership for Math and Science, an educational nonprofit foundation
and the Mt Vernon-Lee Chamber of Commerce.
Diane has more than 15 years of experience in the areas of policy and government
affairs. She served as Legislative Director to United States Senator Don Nickles and Senior
Vice President at Fierce, Isakowitz & Blalock – a strategic government relations consulting
firm.

38. Editorial/Research Associate, Kim Gilliam joined The Moery Company in 2013. Kim produces
the popular e-newsletter, conducts association research, and assists with the production of
client presentations. In addition, she contributes to Moery marketing endeavors and manages
our social media platform. Kim has more than 10 years of association publications experience,
having served on the editorial staff of PT- Magazine of Physical Therapy.
Business Development Administrator, Kerry Doyle supports the Moery sales team with its
business development campaigns and content management. In this capacity, Kerry manages The
Moery Company’s extensive database to more effectively serve our client’s needs and support
their goals. She prepares and manipulates data for import, maintains our growing database, and
assists in the execution of our team’s sales process. A graduate of James Madison University,
Kerry joined The Moery Company in 2013.