Membership Strategies

In associations, there differences in opinion about what should drive membership growth. When membership numbers are shrinking, should investments be made in membership strategies? Or in additional strategies to advance the mission?

Hybrid or tiered membership models are often suggested as an investment in membership growth. They involve different kinds of groups being members: individuals, companies, institutions, other associations, etc. Tiered and group dues structures are a pricing strategy; not a membership strategy. Hybrid memberships require a change in bylaws. New pricing strategies require a policy decision. Options to purchase different levels of service at different prices can move an association toward the character of a vendor selling services and away from the character of a community pursuing common interests. The longer term consequences of this culture shift are unknown but worthy of informed discussion before choices are made.

If the goal of the organization is to get bigger and that is in the best interest of its mission and members, than pricing strategies designed to capture new participants makes sense. If the organization’s objective is to provide the greatest possible value to members, than investments in growing membership diverts resources that otherwise could be used to increase the quality or quantity of programs.

We believe that new business, membership, and pricing models need to be tested against their potential to advance the organization’s mission; not just their potential to increase numbers of customers.