The 2019 Membership Marketing Benchmarking Report

YEARS
I N C O R P O R A T E D
2019
MEMBERSHIP MARKETING
BENCHMARKING REPORT
SUPERVISED BY:
Tony Rossell
Senior Vice President
Adina Wasserman, PhD

Director of Research
Matt Kerr, MA
Market Research Manager
ABOUT MARKETING GENERAL INCORPORATED
Marketing General Incorporated is the nation’s largest marketing agency working exclusively with
membership associations. During the past 40 years, MGI has helped hundreds of associations and
relationship-based organizations increase their membership, improve retention, enhance member
engagement, grow revenue, and gain new insights through market research and analysis. Additional
information can be found at www.MarketingGeneral.com or by contacting us at 703.739.1000.
Marketing General Incorporated has been publishing the Membership Marketing Benchmarking
Report annually since 2009. Every year, our creative and research teams put together this
in-depth study of the strategies and tactics that membership organizations from the US and
from around the world use to recruit new members, engage and renew those members, and
reinstate lapsed members.
TONY ROSSELL ADINA W. WASSERMAN, PhD MATT KERR, MA

Senior Vice President Director of Research Market Research Manager
Tony Rossell is Senior Vice Adina W. Wasserman, PhD, Matt Kerr is a Market Research
President of Marketing General is Director of Research at Analyst at Marketing General
Incorporated in Alexandria, VA. Marketing General Incorporated. Incorporated. He has more
A frequent writer and speaker on Dr. Wasserman is renowned than 10 years’ experience in
membership marketing topics, for pioneering the concept of market research and analysis.
he is a contributing author to two Indispensability Measurement Before joining MGI, he worked
books, Membership Marketing for associations. In addition, in the consumer and non-profit
(ASAE 2000) and Membership she has created engagement market research sector, leading
Essentials (ASAE 2016). He measurements including the numerous research projects for
also writes the “Membership Customer Relationship Index Fortune 500 companies and
Marketing Blog” and has over and the Communications globally-recognized non-profit
30 years of experience in Effectiveness Index. She earned organizations. He earned his
helping organizations grow her undergraduate degree at the undergraduate degree at Kenyon
their membership. University of Michigan, Ann Arbor, College and his Master’s degree
Tony can be reached at and completed her Master’s at the University of Arkansas.
703.706.0360 or at Tony@ and PhD in social psychology at Matt can be reached at
Florida State University. 703.706.0364 or MKerr@
MarketingGeneral.com.
Adina can be reached MarketingGeneral.com.
at 703.706.0373 or
at AWasserman@
MarketingGeneral.com.
FOR MORE INFORMATION:

YEARS
703.739.1000 | 800.644.6646
I N C O R P O R A T E D WWW.MARKETINGGENERAL.COM
© 2019 Marketing General Incorporated
A SPECIAL THANKS to Nicole Tomes Clark, Diane Platt, and Regina Shea for their help in the production of this report.
INTRODUCTION
SURVEY OBJECTIVE THE SECTIONS INCLUDED
IN THIS REPORT ARE:
For the eleventh consecutive year, MGI has
conducted its annual Membership Marketing
1
Benchmarking Survey. As in past years, the SECTION 1:
report highlights the strategies andSECTION 1
tactics that Association Statistics
Association Statistics
membership organizations find most useful PAGE 12
in recruitment, engagement,SECTION
renewal, 1and
SECTION 1
Association Statistics 1
SECTION
reinstatement of members. Association
SECTION 2 Statistics
SECTION 1 SECTION Association
1 Statistics 2
Each year, weAssociation
review the Statistics
questions Member
from
Association
SECTION theRecruitment (Acquisition)
Statistics
1
SECTION 2:
previous survey to ensure SECTION 2
that the content
SECTIONwe
Member Recruitment
SECTION
Member 1Association
Recruitment
Statistics
2(Acquisition)
provide is relevant andAssociation
on trend. We SECTION
evaluate
Member
Statistics 2
Recruitment (Acquisition) PAGE 22
SECTION 2 SECTION 2
SECTION
Member 3
Recruitment (Acquisition)
the usefulness and success
Member of questions
Member
Recruitment and (Acquisition)
Recruitment
(Acquisition)
Member
SECTION Engagement
2
determine which will be removed,
SECTION what
3
Member questions
Recruitment
SECTION 1(Acquisition)
3
will be added, and which SECTION
willMember2 Engagement
SECTION
be retained for 3
SECTION 3:
Member Recruitment
Member
SECTION(Acquisition)
Engagement
3 Member Engagement
further analysis. This
SECTION 3 year, we added
SECTION new
3
Member 4Engagement
SECTION
questions focusing
Memberon topicsMember
Engagementsuch Engagement
as innovation
SECTION 3 PAGE 29
Member Renewal and
SECTION 2 Reinstatement (Retention)
and new membership models. SECTION
SECTION 3
4
Member Engagement
Member RenewalSECTION Member
and Recruitment (Retention)
4 Reinstatement (Acquisition)
Member Engagement
SECTION 4
Member
SECTION SECTION 4
Renewal
4 and 4
Reinstatement SECTION 4:
(Retention)
METHODOLOGY Member
Member Renewal and SECTION
SECTION
SECTION
Member
Renewal
Reinstatement
Social
5 Media 4
5
Renewal
and
SECTION
and Reinstatement
Reinstatement
(Retention)
3
(Retention) Member Renewal and
(Retention)
Member Renewal
Reinstatement (Retention)
The 2019 Membership SECTIONMarketing
Social4 Benchmarking
Media
SECTION Member5 and Reinstatement (Retention)
Engagement
Survey was conducted Member online. ItRenewal
wasSocial
launchedMedia5 PAGE 37
SECTION 5and Reinstatement
SECTION (Retention)
SECTION 5
on January 7, 2019, and remained open
Social Media untilMedia
Social
SECTION
Social Media SECTION 5 6 5
February 18, 2019. SECTION
Social
CHALLENGES
6
CHALLENGES
Media
SECTION
Member
and Goals
and4Goals SECTION 5:
Renewal and Reinstatement (Retention)
SECTION 5 SECTION 6
Email invitations were sentSocialtoMedia
18,218 association and Goals Challenges and Goals
SECTIONCHALLENGES
SECTION
6 6
professionals. A total of6 759 CHALLENGES
SECTION individuals fully PAGE 50
and Goals and Goals
CHALLENGES
completed and CHALLENGES
176 partiallyand SECTION
SECTION
Goals 7 the
completed
SECTION 6 7
SECTION 5
Dues 6 Dues
CHALLENGES
and and
Membership Membership
Socialand Goals Structure
Media
Structure
survey, totaling 935 participants.
SECTION The response
SECTION 7 6 SECTION 6:
rate is approximately 5%. CHALLENGES Dues and Goals
and Membership Structure
SECTION SECTION 7 7 Dues and Membership
SECTION 7 Dues and Dues Membership
and Structure
Membership Structure Structure
From these 935 SECTION 6
Duesresponses,
and Membershipwe drew
SECTION SECTION the
8 824
Structure
SECTION 7 8
Dues and CHALLENGES
Membership and Goals
Structure PAGE 55
unique associations that have
SECTION formed
Managing7 the Association
Your
Managing basis
Your Association
SECTION 8
for this report. Dues and Membership Structure
SECTIONManaging 8
SECTION
Your Association
8 7
SECTION 8 ManagingManaging
SECTION
Your Association
9
SECTION Your 7
Association SECTION 7:
Managing Your Association SECTION 8 9 and Membership Structure
SECTION Dues Marketing Tools
REPORT LAYOUT The Demographics
SECTION 8 Managing Your
The
of Association
Demographics
SECTION 9
Your Association
of Your Association
PAGE 64
The data in this report isManaging
segmented YourThe
SECTIONby
Association
9type of
Demographics of Your Association
SECTION 9
association: Individual
SECTION Membership
9 Organization
The Demographics SECTION
of Your8Association
The Demographics
The Demographics
SECTION
of SECTION
Your
10 9
Managing
Association Yourof Your
8 Association SECTION 8:
Association
(IMO), Trade Association (Trade), Words orThe
association
SECTION
of Wisdom
Demographics10 of Your Association
with a combination of both SECTION
individual9 Words
and of Wisdom
SECTION 10 Association
The Demographics
organizational types of membershipSECTION Words ofof
Your
(Combination).
10
Association
Wisdom Demographics
SECTION SECTION10 9
All segmentsSECTION
are included Words of
10 in all charts Words Wisdom
and tablesof Wisdom
The Demographics of Your Association
PAGE 70
SECTION 10
to show dataWords of Wisdom
relevant to all associations.
SECTION 10Words of Wisdom 9
We are continuing our inclusion
Words of of the Participant
Wisdom SECTION 9:
Comment Highlights, which provide verbatim SECTION 10 Words of Wisdom
Words of Wisdom
insights and recommendations shared by PAGE 75
participants in the survey.
800.644.6646 | 703.739.1000 | WWW.MARKETINGGENERAL.COM 3

EXECUTIVE
SUMMARY
“It was once the case that each association owned a small
monopoly, providing the single best resource to everyone in their
field. No more. With the advent of 24/7 interconnectivity, anyone
can set up shop and begin serving your members.” Fast Company
Everyone working for or engaging with associations can relate to

the competitive challenges of today. In addition to 24/7 competition,
associations are faced with scarce resources, talent shortages, and
sometimes political or bureaucratic hurdles.
Yet despite these threats, more associations continue to report membership growth year over year
than those that are seeing a decline in membership. For 2019, 45% of associations shared that their
membership has grown over the past year compared to 26% that saw a decrease in membership counts.
Indeed, contrary to the narrative that membership “no longer works,” for the past decade with the
exception of the Great Recession, far more associations have reported experiencing an increase in
members than those who have reported a decline in their membership counts.
HOW HAS YOUR INCREASED 45%

DDECREASED
E 26%
RREMAINED
E THE SAME 28%
IN THE PAST YEAR? NNOT SURE 1%
823 ASSOCIATIONS SURVEYED
Please see page 12 for more detailed information.

1
Fast Company, Key Issues Facing Association Leaders, April 12, 2013.
4 800.644.6646 | 703.739.1000 | WWW.MARKETINGGENERAL.COM

EXECUTIVE SUMMARY
Why have associations been able to adapt and continue to grow

despite the challenges they face?
The answer may be in the insights that we have gathered in this year’s Membership Marketing
Benchmarking Report. In addition to looking at the tactics and strategies that typically correlate to success,
we also asked respondents to rate how innovative their association is and the level of value they are
delivering to members.
In each case, associations reporting important positive outcomes in membership also report higher
innovation and level-of-value scores. In short, these more innovative and value-producing associations are
successfully adapting to the challenges faced in today’s competitive marketplace.
DO YOU BELIEVE THAT YOUR

ORGANIZATION HAS A CULTURE THAT
SUPPORTS 76% 73% 77% 79%

TOTAL INDIVIDUAL TRADE COMBINATION
INNOVATION?
682 SURVEYED 306 SURVEYED 202 SURVEYED 174 SURVEYED
N O = 25 % N O = 28 % N O = 23 % N O = 21 %
Here are some of the data underpinning these findings.

81% of associations with membership increases in the past year and the past five years, and 82% with an
increase in overall new members, are significantly more likely—by margins of at least fifteen points—to
indicate that their organization has a culture that supports innovation. Conversely, those reporting declines in
membership are significantly more likely to believe their association culture does not support innovation.
1%
EXTREMELY
12%
VERY
42%
MODERATELY
35%
SLIGHTLY
9%
NOT AT
AT ALL
A
INNOVATIVE INNOVATIVE INNOVATIVE INNOVATIVE INNOVATIVE
HOW INNOVATIVE WOULD YOU CONSIDER YOUR ASSOCIATION?

TOTAL OF 693 ASSOCIATIONS SURVEYED

EXECUTIVE SUMMARY
Additionally, associations showing declines in membership over the past year and past five years are
significantly more likely to indicate that their organization is only slightly innovative or not innovative at
all (53% and 56%, respectively). Likewise, organizations experiencing decreases in new members and
overall renewal rates indicate the same. In all cases, the margin is at least ten points versus associations
experiencing increases.
DOES YOUR ORGANIZATION

CURRENTLY HAVE A PROCESS IN PLACE 42%
FOR INNOVATION 23%
NO, we do
not have a
process
AND NEW IDEAS?

YES, we have
a specified
process
35%
L
TOTAL OF 692
ASSOCIATIONS SURVEYED
NO, but we
are working on
developing a
process
What’s more, associations that report increases in one-year and five-year membership numbers are
significantly more likely—by margins of at least ten points versus those experiencing decreases—to have
a specified process in place to support innovation and new ideas (29% and 28%, respectively).
We also see a similar correlation between membership increases and compelling value propositions.
HOW COMPELLING IS YOUR ASSOCIATION’S

VALUE PROPOSITION TO YOUR MEMBERS?
11
PERCENT
38PERCENT
41
PERCENT
9
PERCENT
1
PERCENT
VERY COMPELLING SOMEWHAT NOT VERY NOT AT ALL

COMPELLING COMPELLING COMPELLING COMPELLING


EXECUTIVE SUMMARY
In fact, associations reporting increases in their one-year and five-year membership numbers (59% and
57%, respectively), as well as increases in their new members and their overall membership renewal rates,
are significantly more likely to report that their value proposition is very compelling or compelling.
As one respondent commented: “VALUE, VALUE, VALUE!!

If you have it, people will want it. Value has to be real and tangible
in a way that people can’t compete without it.”
So if innovation and value are so important, how are associations

innovating and providing additional value to members?
One of the areas of innovation and value enhancement that we looked at this year was the development
of new membership models. Ideally, changing the membership packaging is designed to respond to
new market conditions, give members more options, and competitively price membership. And our data
does support that adopting a new membership model may give membership a bump. Specifically, 22% of
associations experiencing an increase in the number of new members this year report having adopted a
new membership model (vs. 14% among those not seeing an increase).
WHAT TYPE OF NEW MEMBERSHIP MODEL(S)

HAS YOUR ASSOCIATION ADOPTED?
50% 22%
ADDING
DDDING
15% 14% 4% 22%
TIERED SPECIAL COMBINATION GROUP ELECTRONIC OTHER
INTERESTS (Adding individual
or organizational
(Student, Retired, etc) membership)


EXECUTIVE SUMMARY
One respondent commented: “Group membership has been very effective

to capture a full team of professionals in an organization rather than just the
managers. This has led to more training and conference attendance.”
Historically, one membership model that has seen remarkable

growth is the move toward combination membership.
An association with a combination membership offers members opportunity to join as either an individual (like
a typical IMO) or as an organization (like a typical trade association). In the 2011 version of the Membership
Marketing Benchmarking Report, only 13% of respondents identified their association as having a combination
membership structure. This year, 26% of respondents identified their association as a combination association.
And the combination membership structure appears to be working for associations. These groups have
the highest median growth over the past five years (14%), compared to 12% for IMOs and 10% for trade
organizations. And combination associations that are achieving membership growth are also the most
likely to report increases in membership counts of more than 10% over the past five year (58%).
WHAT IS THE TOTAL PERCENTAGE

INCREASE IN MEMBERSHIP
OVER THE PAST 18 % 44 %
SED INCR
FIVE YEARS? CREA10%

IN % TO
6
11% T EASE
O5 D
0%
29 %
MO
TOTAL OF 408
1% TO ASED
9%
INCRE THA
5%
R N 50%
EASE
INCRE
Please see page 15 for MEMBERSHIP

D
more detailed information.

INCREASE
OVER PAST
MEAN % INCREASED 28% MEDIAN % INCREASED 12%
ME
Means are influenced by high and low numbers in the data set.

EXECUTIVE SUMMARY
Another developing innovation for associations is the use of

paid digital media for marketing efforts.
For membership recruitment, this channel has increased as a preferred channel from 12% to 15% over the past year.
Of the 15% of associations that consider paid digital marketing tools as a highly effective method for recruiting
new members, Facebook paid advertising remains the most effective digital marketing tool (68%).
WHICH OF THE FOLLOWING

PROVIDES THE MOST NEW MEMBERS?
TOTAL OF 105 ASSOCIATIONS SURVEYED 0 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Facebook Paid Advertising 68 %

Search Engine Optimization (SEO) 51%
Remarketing (Facebook, AdRoll, or Google) 46 %
Search Engine Ads (pay-per-click) 45 %
Paid Banner Ads on other websites 32 %
Lead Generation Content Marketing (e.g., white papers, videos, webinars) 30 %
LinkedIn Paid Advertising 29 %
The use of digital marketing was nicely described by one survey respondent
who said, “We started investing in digital marketing, which has increased the
number of contacts coming to our sites and increased the contacts creating
accounts with us. We can retarget those who visit our site but haven’t
converted, which gives the gentle reminder to engage with us. We’ve seen
positive results and a good ROI on the digital marketing spend.”
Associations are also increasingly using various paid digital advertising platforms to present their message
for many products and services beyond membership recruitment.

EXECUTIVE SUMMARY
The other technology-driven development that associations report

this year is a significant decrease in data problems that have been
reported in the past.
The top data complaint is a lack of marketing results tracking and analysis, which dropped from 51% in 2018
to 39% in 2019. Similarly, the issue of inadequate membership dashboards and reporting tools went from
48% in 2018 to 35% in 2019.
In the competitive association environment, the ability to track, analyze, and report on marketing efforts has
become a core ability to drive success. So these improvements are significant.
WHAT ARE THE MOST SIGNIFICANT

DATA CHALLENGES 39 %
Lac
35 %
k of
YOUR ASSOCIATION FACES?
ma
rke
Ina
33 % ting
deq
TOTAL OF 652
uat
res
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em
k of
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ygi
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er

EXECUTIVE SUMMARY
Finally, some associations are thriving through innovative ways to

attract and provide value to Millennials and Generation X members.
218 INDIVIDUAL MEMBER ASSOCIATIONS SURVEYED
WHAT GENERATION GROUP DO YOUR MEMBERS BELONG IN?
10% 36% 29% 20% 6%
BORN 1945 BABY BOOMERS GENERATION X

BORN 1965 – 1979
MILLENNIAL
BORN 1980 – 1995
GENERATION Z
BORN 1996 OR LATER
AND EARLIER BORN 1946 – 1964
Our data demonstrate that associations with increases in one-year and five-year membership numbers are more
likely to have higher percentages of Millennials and Generation X members (23% and 31%, respectively). One way
these groups are achieving this is through growth in participation with their young professional programs.
On the other hand, associations reporting no changes in their membership in the past year are significantly
more likely to have a higher proportion of Baby Boomers as members.
And associations reporting declines in membership totals are much more likely to report that their specific
challenges in membership marketing are related to their struggle with attracting and/or maintaining
younger members. As one survey responder shared under the “what kept them up at night” question:
“Attracting and maintaining younger professionals and also engaging them to become part of leadership.”
SO WHAT SHOULD ASSOCIATIONS take away from this

year’s Membership Marketing Benchmarking Report?
In an era of rapid changes in technology, culture, and demographics, our data show that many
associations have been able to sustain a level of membership growth and continue to serve their markets.
And the data certainly suggest that innovation and value creation are important drivers of this success.
But a critical look at the trend data also shows that over the last decade the percentage of associations
reporting membership growth is in gradual decline from 52% in 2012 to 45% today. And the remainder,
in fact a majority of associations, is seeing either no growth or declines in membership.
Our hope from this report is that associations will use it as a call to action to aggressively innovate with
new strategies, technologies, and marketing approaches in order to thrive and grow in a changing world.

1
SECTION 1
atistics ASSOCIATION STATISTICS
itment (Acquisition)
How has your membership changed in the past one year period?
MEMBERSHIP CHANGE IN PAST YEAR

gement
Total Individual Trade Combination
(n = 823) (n = 373) (n = 240) (n = 210)
Increased 45% 46% 46% 44%
Decreased 26% 28% 23% 24%
wal and Reinstatement (Retention)
Remained the same 28% 26% 30% 30%
Not sure 1% 1% <1% 2%
y C
ompared to 2018, there is a slight downturn vs. 23% with renewal rates over 80%), while
in the percentage of associations reporting associations reporting increases in their one-
increases in membership over the past year year membership are significantly more likely
(45% vs. 48% in 2018). Similar to results from to report increases in their five-year overall
and Goals 2018, one-quarter of associations report membership, new member acquisitions, and
declines in membership in the past year (26%), overall renewal rates.
while 28% report no change.
ore than half of associations with annual
y M
y Across all types of organizations, most report budgets over $20 million report increases in
increases in membership over the past year, their membership over the past year (56%).
bership Structure
although the percentage of trade associations Furthermore, associations reporting a renewal
reporting increases has dropped since 2018 rate of at least 80% for first-year members
(46% vs. 52% in 2018). are significantly more likely to report overall
increases in membership over the past year (52%).
y Associations reporting declines in membership
r Association Conversely, those with new member renewals less
over the past year are significantly more likely
than 80% are significantly more likely to report
to also report renewal rates below 80% (35%
declines in overall membership over the past year.
hics of Your Association
Associations reporting increases in their five-year membership numbers

om
are significantly more likely to also report increases in
membership over the past year, increases in their new members,
and increases in their overall renewal rates.

1
SECTION 1
ASSOCIATION STATISTICS
SECTION 2
Member Recruitment (Acquisition)
PERCENTAGE INCREASE IN MEMBERSHIP OVER PAST YEAR

SECTION 3
Member Engagement
(n = 372) (n = 170) (n = 110) (n = 92)
Mean % Increased* 8% 8% 8% 10%
SECTION 4
Median % Increased 5% 4% 5% 5%
Member Renewal and Reinstatement (Reten
Increased 1% to 5% 59% 63% 60% 50%

Increased 6% to 10% 20% 18% 19% SECTION 5
26%
Social Media
Increased 11% to 50% 20% 19% 20% 23%
Increased more than 50% 1% 1% 1% 1%
SECTION 6
*Means are influenced by high and low numbers in the data set. CHALLENGES and Goals
y O
verall findings for associations reporting y IMOs are most likely to report increases of up
SECTION 7
increases in their membership are almost to 5% (63%; up from 57% in 2018), while
Dues 60%
identical to those from 2018. The median of trade associations and 50% of combination
increase is 5% overall, with more than half of associations report increases at this increment
SECTION 8
associations (59%) reporting an increase of 1% (down from 62% for trade associations in
Managing Your Association
to 5% in overall membership over the past year. 2018, and down from 57% for combination
associations in 2018). Compared to IMOs and
trade associations, combinationSECTION 9
associations are
more likely to report increases over 5% (50%).
SECTION 10
Words of Wisdom
PERCENTAGE DECREASE IN MEMBERSHIP OVER PAST YEAR

(n = 210) (n = 103) (n = 56) (n = 51)
Mean % Decreased* 6% 5% 5% 7%
Median % Decreased 4% 4% 3% 4%
Decreased 1% to 5% 65% 65% 66% 65%

Decreased 6% to 10% 25% 24% 27% 24%
Decreased 11% to 50% 9% 11% 7% 10%
Decreased more than 50% 1% - - 2%
*Means are influenced by high and low numbers in the data set.
y O
f associations reporting declines in their reporting declines of 6% to 10% compared to
membership, the median decrease in the previous research (25% vs. 20% in 2018).
membership over the past year is 4%, mirroring Trade associations are slightly more likely than
findings from 2018, with most associations other types of organizations to report declines
reporting declines of up to 5% (65%). There is of 6% to 10% in their membership over the past
an increase in the percentage of associations year (27% vs. 24%).

1
cs ASSOCIATION STATISTICS
nt (Acquisition)
Over the past five years, how has the total percentage of your
nt
membership changed?
nd Reinstatement (Retention) CHANGE IN MEMBERSHIP OVER PAST FIVE YEARS

(n = 812) (n = 365) (n = 238) (n = 209)
Increased 50% 51% 51% 48%
Decreased 31% 31% 29% 32%
Goals Remained the same 14% 14% 16% 13%
Not sure 4% 4% 4% 6%
hip Structure
y O
ver the past five years, half of associations y A
ssociations reporting increases in their five-
report increases in membership (50%), a slight year membership numbers are significantly
decline from 2018 (53%). Close to one-third of more likely to also report increases in
ociation
associations report declines in membership over membership over the past year, increases in
the past five years (31%), slightly higher than in their new members, and increases in their
2018 (29%). overall renewal rates. Similarly, associations
of Your Association
reporting increases in their new members of at
ewer trade associations are reporting
y F
least 60% are significantly more likely to report
increases in membership over the past five
increases over the past five years.
years compared to 2018 (51% vs. 56% in 2018),
with a corresponding increase in the percentage
that are reporting membership losses (29%
vs. 23% in 2018). A slightly lower proportion
of combination associations are reporting
increases over the past five years compared to
2018 (48% vs. 51% in 2018).
Echoing findings from 2018, the median percentage increase

in membership over the past five years is 12%.

1
SECTION 1
SECTION 2
PERCENTAGE INCREASE IN MEMBERSHIP OVER PAST FIVE YEARS

SECTION 3
Total Individual Trade Combinati onEngagement
Member
(n = 408) (n = 186) (n = 121) (n = 101)
Mean % Increased* 28% 29% 19% 38%
SECTION 4
Increased 1% to 5% 29% 29% 27% 30%

Increased 6% to 10% 18% 18% 23% 13%
SECTION 5
Social Media
Increased 11% to 50% 44% 42% 42% 49%
SECTION 6
CHALLENGES and Goals
y E
choing findings from 2018, the median y C
ombination associations have the highest median
SECTION 7
percentage increase in membership over the past growth over the past five years (14%),
Duescompared
five years is 12%. A slightly higher percentage of to 12% for IMOs and 10% for trade organizations.
associations are reporting growth of up to 5% over Combination associations are also the most likely
SECTION 8
the past five years compared to 2018 (29% vs. 25% to report increases of over 10% (58%).
in 2018). The largest proportion of associations
report increases of 11% to 50% over the past five
SECTION 9
years (44%). The Demographics of Your Association
SECTION 10
Words of Wisdom
PERCENTAGE DECREASE IN MEMBERSHIP OVER PAST FIVE YEARS

(n = 251) (n = 114) (n = 70) (n = 67)
Mean % Decreased* 13% 13% 13% 13%
Decreased 1% to 5% 30% 29% 33% 27%

Decreased 6% to 10% 26% 26% 21% 31%
Decreased 11% to 50% 44% 44% 46% 40%
Decreased more than 50% 1% 1% - 2%
y F
or associations reporting membership declines reporting losses at this level since the previous
over the past five years, the median decline is 10%. study (39% in 2018). Combination associations are
This does not vary based on type of membership more likely to report mid-level declines (6% to 10%)
organization. Most associations report membership compared to IMOs or trade associations (31% vs.
declines of 11% to 50% (44%). This represents 26% for IMOs and 21% for trade associations).
an increase in the percentage of associations

1
nt (Acquisition)
In the past one year, how has your new member acquisition changed?
nt
CHANGE IN NEW MEMBER ACQUISITION OVER PAST YEAR
nd Reinstatement (Retention) Total Individual Trade Combination

(n = 802) (n = 358) (n = 236) (n = 208)
Increased 45% 42% 47% 47%
Decreased 15% 17% 16% 11%
Not sure 7% 8% 3% 10%
Goals
y 4
5% of associations report increases in their y F
or IMOs, as the number of paid members
new member acquisitions, down slightly from increases, the likelihood of new member
47% in 2018. IMOs are least likely to report acquisitions actually decreases. The largest
hip Structure
increases in new member acquisitions (42%; associations (over 20,000 individual members)
down from 45% in 2018), compared to trade or are significantly more likely to report declines
combination associations (47% each). Only 15% in their new member acquisitions compared to
ociation
of associations have reported declines in new associations with fewer members (22% vs. 12%
member acquisitions, a slight increase from for associations with 5,000 members or fewer).
2018 (12%). One-third of associations report no
of Your Association change in their new member acquisitions (35%).
y Associations indicating increases in new
members are also significantly more likely to
report increases in overall membership over
the past year, the past five years, and increases
in renewals. Similarly, associations reporting
declines in new member acquisitions are
more likely to also report overall declines in
membership over the past year, the past five
years, and in their overall renewals.
Associations indicating increases in new members are also

significantly more likely to report increases in overall membership over
the past year, the past five years, and increases in renewals.

1
SECTION 1
SECTION 2
PERCENTAGE INCREASE IN NEW MEMBER ACQUISITION OVER PAST YEAR

SECTION 3
Member Engagement
(n = 358) (n = 151) (n = 110) (n = 97)
Mean % Increased* 16% 12% 18% 21%
Median % Increased 8% 7% 10% SECTION 4
8%
Increased 1% to 5% 42% 44% 37% 44%
Increased 6% to 10% 23% 22% 27% 19%
SECTION 5
Increased 11% to 50% 31% 32% 32% Social Media
28%
SECTION 6
y T
he median increase in new member associations report increases over 10% for
acquisitions is 8%, up from 6% in 2018. 42% of new members (36%; up from 29% in 2018).
SECTION 7
associations report increases of up to 5% (down Combination associations are the most
Dues andlikely
Membership Structure
from 48% in 2018), with IMOs and combination to report these high levels of growth for new
associations most likely to report this level members (37%; up from 24% in 2018).
SECTION 8
of growth (44% each). More than one-third of Managing Your Association
SECTION 9
SECTION 10
Words of Wisdom
PERCENTAGE DECREASE IN NEW MEMBER ACQUISITION OVER PAST YEAR

(n = 120) (n = 60) (n = 38) (n = 22)
Mean % Decreased* 14% 13% 15% 15%
Decreased 1% to 5% 41% 42% 42% 36%

Decreased 6% to 10% 21% 18% 18% 32%
Decreased 11% to 50% 37% 38% 39% 27%
Decreased more than 50% 2% 2% - 5%
y T
he median drop in new member acquisitions is y IMOs and trade associations are more likely than
10% for those associations reporting declines, up combination associations to indicate new member
from 8% in 2018. Almost four in ten associations declines of over 10% (IMOs: 40%, up from 33% in
report declines of over 10% (39%). About one-third 2018; Trades: 39%, down from 44% in 2018).
of combination associations report declines of
6% to 10% (32%; up from 11% in 2018), while 32%
report declines of over 10%, a significant drop
from 2018 (53%).

1
nt (Acquisition)
In the past one year, how has your member renewal rate changed?
nt
CHANGE IN MEMBER RENEWAL RATE OVER PAST YEAR

(n =787) (n = 351) (n = 232) (n = 204)
Increased 23% 24% 22% 21%
Decreased 24% 26% 20% 25%
Not sure 6% 7% 3% 9%
Goals
y C
lose to one-quarter of associations report either y A
ssociations with new member renewals below
hip Structure an increase in their overall renewal rates (23%; 60% are significantly more likely to report
down from 27% in 2018) or a decline in their declines in their overall renewal rates. The
overall renewal rates (24%). Most associations largest IMOs (20,000 members or more) and
report no change in their renewal rates over larger trade organizations (over 100 members)
ociation
the past year (47%; up from 42% in 2018). Trade are significantly more likely to report increases
associations are most likely to report that their in their renewal rates compared to smaller
renewal rates have remained the same (54%; up associations.
of Your Association from 48% in 2018), compared to IMOs (43%; up
from 38% in 2018) or combination associations
(45%; up from 43% in 2018).
ssociations with renewal rates at or above
y A
80% are significantly more likely to indicate
that their overall renewal rate has remained
the same. However, associations with renewal
rates less than 80% are significantly more likely
to report some sort of change in their renewal
rates, either increases or declines. Associations
reporting increases in their overall member
renewals are also more likely to report increases
in their membership numbers in the past year.
Associations with renewal rates at or above 80% are significantly more

likely to report increases in their membership over the past year.

1
SECTION 1
SECTION 2
PERCENTAGE INCREASE IN MEMBER RENEWAL RATE OVER PAST YEAR

SECTION 3
Member Engagement
(n = 179) (n = 85) (n = 52) (n = 42)
Mean % Increased* 11% 11% 13% 7%
SECTION 4
Increased 1% to 5% 65% 64% 64% 71%

Increased 6% to 10% 15% 13% 19% 14%
SECTION 5
Social Media
Increased 11% to 50% 13% 17% 8% 12%
*Means are influenced by high or low numbers in the data set. SECTION 6
y T
he median renewal rate increase is 3%. Similar in 2018), compared to IMOs (64%; down from
to 2018, about two-thirds of associations report SECTION
66% in 2018) or trade associations (64%;7down
Dues and Membership Structure
increases of up to 5% in their membership from 71% in 2018). IMOs are most likely to report
renewal rates (65% vs. 67% in 2018). renewal rate increases above 10% (24%; up from
Combination associations are most likely to 19% in 2018). SECTION 8
report increases at this level (71%; up from 65% Managing Your Association
SECTION 9
SECTION 10
PERCENTAGE DECREASE IN MEMBER RENEWAL RATE OVER PAST YEAR Words of Wisdom
(n = 188) (n = 90) (n = 47) (n = 51)
Mean % Decreased* 7% 5% 9% 7%
Decreased 1% to 5% 66% 71% 62% 63%

Decreased 6% to 10% 18% 18% 15% 22%
Decreased 11% to 50% 15% 11% 21% 16%
Decreased more than 50% 1% - 2% -
*Means are influenced by high or low numbers in the data set.
y T
he median decline in member renewals is also report the smaller declines (62%; down from
3%, with two-thirds of associations reporting 73% in 2018), but are most likely to report
drops of up to 5% (66%; down from 70% in declines over 10% (23%; up from 7% in 2018).
2018). Trade associations are least likely to

1
nt (Acquisition)
What is your overall membership renewal rate?

nt
OVERALL MEMBERSHIP RENEWAL RATE

(n = 675) (n = 302) (n = 206) (n = 167)
Mean 82% 78% 89% 80%
Median 85% 81% 90% 83%
y S
imilar to results from 2018, the median renewal y T
he smallest IMOs (up to 1,000 members) are
Goals rate is 85% (84% in 2018). Overall, 70% of significantly more likely to report renewal rates
associations report renewal rates at or above of 80% or higher compared to IMOs with more
80%, a slight increase from 2018 (68%). Trade members. Conversely, larger trade associations
hip Structure associations have the highest median renewal (over 100 members) are significantly more likely
rate (90%). to report overall membership renewal rates of
ssociations with renewal rates at or above 80%
y A 80% or more.
ociation are significantly more likely to report increases in
their membership over the past year. Additionally,
associations with new member renewal rates at or
above 60% are significantly more likely to report
of Your Association
overall renewal rates at or above 80%.
What is your renewal rate for first-year members?

RENEWAL RATE FOR FIRST-YEAR MEMBERS

(n = 480) (n = 201) (n = 160) (n = 119)
Mean 72% 65% 81% 71%
Median 74% 65% 84% 74%
y T
he median renewal rate for new members is y A
dditionally, associations with increases or no
74%, up from 70% in 2018. IMOs report median change in their membership in the past year, or
new member renewals of 65% (up from 62% increases over the past five years are significantly
in 2018), and combination associations report more likely to report first-year renewals at or
median new member renewals of 74% (up above 80%. Associations with declines in their
from 66% in 2018). Trade associations have the five-year membership numbers and their overall
highest median new member renewals (84%). new member acquisitions are significantly more
y T
rade and combination associations are inclined to report first-year renewals below
significantly more likely to report first-year renewals 60%. IMOs with fewer than 1,000 members are
at or above 80% compared to IMOs (66% for significantly more likely to have first-year renewals
trade and 44% for combination vs. 28% for IMOs). of 80% or more, while larger associations have
Furthermore, associations with overall renewal lower new member renewal rates.
rates under 80% are significantly more likely to
have first-year member renewals below 60%.

1
SECTION 1
SECTION 2
Please indicate what percentage of your membership belongs

SECTIONto3
Member Engagement
each of the following generation groups.
SECTION 4
GENERATION GROUPS Member Renewal and Reinstatement (Reten
Individual
SECTION 5
(n =218) Social Media
Generation Z (born 1996 or later) 6%

SECTION 6
Millennial (born 1980 to 1995) 20%

SECTION 7
Generation X (born 1965 to 1979) 29%
SECTION 8
Baby Boomers (born 1946 to 1964) 36% Managing Your Association
SECTION 9
Born 1945 or earlier 10% The Demographics of Your Association
SECTION 10
y R
esults on generational breakdowns are y A
ssociations with increases in their one-year and
Words of Wisdom
relatively unchanged from 2018, with Baby five-year membership numbers are significantly
Boomers constituting the largest percentage more likely to have higher percentages of
of the membership (36%), followed by Millennials and Generation X members.
Generation X (29%). Associations reporting no change in their
membership in the past year are significantly
more likely to have more Baby Boomers.
Associations reporting increases in their overall
renewal rates are significantly more likely
to have a higher proportion of Generation X
members.
Associations with increases in their one-year and five-year

membership numbers are significantly more likely to have higher
percentages of Millennials and Generation X members.

2
SECTION 2
cquisition) MEMBER RECRUITMENT
Which recruitment marketing channels get your organization the

most new members? You may select up to five answer choices.
einstatement (Retention)
CHANNELS THAT GET MOST NEW MEMBERS

(n = 739) (n =327) (n = 223) (n = 189)
Word-of-mouth 69% 66% 74% 68%

recommendations
Email 62% 67% 57% 59%
s Local events/meetings 34% 36% 30% 35%
Cross-sell to non-members
who buy your products or 30% 29% 29% 32%
attend your conferences
Structure Promotion to/at your own 27% 24% 27% 32%
conferences/trade shows
Personal sales calls 26% 10% 46% 29%
Association-sponsored events 25% 23% 28% 27%

tion
Direct mail 23% 28% 19% 18%
Chapters 19% 29% 5% 18%
Exhibiting at other conferences 17% 16% 19% 19%

our Association
Paid online digital marketing 15% 20% 8% 13%
Advertising in your own

publications 14% 13% 14% 15%
Free membership offered with

a non-member meeting 10% 15% 2% 12%
registration
Accreditation promotion 9% 8% 7% 13%
Public relations 8% 9% 8% 7%
Content marketing (white 8% 6% 11% 7%

papers)
Advertising in outside 5% 5% 7% 2%
publications
Telemarketing 4% 6% 2% 4%
Radio or TV 2% 2% 1% 1%
Other 12% 14% 13% 10%

SECTION 1
2
SECTION 2
MEMBER RECRUITMENT
SECTION 3
Member Engagement
y S
imilar to 2018, word-of-mouth y A
ssociations with overall renewal rates at or
recommendations and email are the top two above 80% are significantly more likely to
SECTION 4
channels for acquiring new members. This indicate that word-of-mouth recommendations
Member Renewal and Reinstatement (Retention)
year, local events or meetings is the third most and personal sales calls are effective for
effective method for recruiting new members obtaining new members. Additionally,
SECTION 5
Social Media
(34%; up from 26% in 2018). associations reporting increases in their one-
year and five-year membership numbers are
y A
cross all types of associations, word-of-
significantly more likely to SECTION
find that6 promotion
mouth recommendations and email are still CHALLENGES and Goals
to/at conferences or trade shows is highly
the two most effective vehicles for acquiring
effective compared to those reporting declines.
new members. For trade associations, word- SECTION 7
of-mouth recommendations have increased y W
ord-of-mouth recommendations are
in their effectiveness (74%; up from 63% in significantly more effective for IMOs with up
2018), but have become a bit less effective for to 20,000 members, and for associations
SECTION 8 with
combination associations (68%; down from 74% operating budgets of less than $5 million. Local
in 2018). Email has also become a less effective events/meetings are significantly more effective
tool for combination associations over the past for recruiting new members for IMOs
SECTION 9 with up
year (59%; down from 63% in 2018). to 5,000 members. For trade associations with
over 100 member companies, personal sales
y B
oth IMOs and combination associations report
calls are a highly significant tool for
SECTION 10 obtaining
that local events and meetings are one of the Words of Wisdom
new members. Direct mail is most effective
best methods for recruiting new members
for IMOs with over 20,000 members and for
(36% and 35%, respectively). However, for trade
associations with operating budgets over
associations, personal sales calls are a highly
$20 million. Paid online digital marketing is
effective tool (46%; up from 39% in 2018).
significantly more effective for IMOs with 5,000
or more members or operating budgets over
$5 million.

2
ition) MEMBER RECRUITMENT
Which of the following digital advertising channels provide the most

atement (Retention)
new members? Please select all that apply.
DIGITAL MARKETING TOOLS THAT GET MOST NEW MEMBERS

(n = 105) (n =63) (n = 17) (n = 25)
ure Facebook Paid 68% 67% 59% 76%

Advertising
Search engine 51% 54% 47% 48%

optimization (SEO)
ssociation
Remarketing (Facebook, 46% 49% 35% 44%
AdRoll, or Google)
Search engine ads 45% 48% 29% 48%

(pay-per-click)
Paid banners ads on 32% 38% 24% 24%

other websites
Lead generation content

marketing (e.g., white 30% 30% 18% 36%
papers, videos, webinars)
LinkedIn Paid Advertising 29% 30% 29% 24%
y O
f the 15% of associations that consider digital y R
egardless of the type of association, these
marketing tools as a highly effective method two forms (Facebook and SEO) of digital
for recruiting new members, Facebook paid marketing are the most effective. However, for
advertising remains the most effective digital combination associations, search engine ads
marketing tool (68%; unchanged since 2018). are just as effective as search engine
Search engine optimization has become the optimization (48%; up from 40% in 2018).
second most effective digital tool (51%; up from
40% in 2018).

SECTION 1
2
SECTION 2
MEMBER RECRUITMENT
SECTION 3
Member Engagement
How effective are the following offers for recruiting new members?
SECTION 4
EFFECTIVENESS OF OFFERS FOR RECRUITING NEW MEMBERS

SECTION 5
(VERY EFFECTIVE/EFFECTIVE) Social Media

SECTION 6
Conference or 54% 56% 52% 53%

convention discount SECTION 7
Dues discount 52% 51% 54% 51%

for first year SECTION 8
Additional months free
(e.g., 15 months for 46% 48% 52% 35%
price of 12) SECTION 9
Monthly or quarterly 37% 38% 36% 37%

installment dues SECTION 10
Words of Wisdom
Multiple-year dues 36% 37% 43% 28%

discount
Product discount, 33% 38% 27% 30%

coupons or voucher
Free trial 30% 33% 33% 21%
Member-referral
incentives (given to 24% 27% 22% 20%
members)
No risk/dues back
guarantee (refundable 22% 24% 18% 24%
dues)
Free gifts or premiums 19% 24% 15% 10%
Drawing or contests 10% 12% 8% 8%
Please see explanations on following page

2
How effective are the following offers for recruiting new members? continued
atement (Retention) y S
imilar to 2018, the most effective offers for y C
ompared to smaller IMOs, large IMOs (over
obtaining new members include conference/ 20,000 members) are significantly more
convention discounts (54%), a dues discount likely to report that several different offers
for the first year (52%), and additional months are effective for them when recruiting new
free—15 months for the price of 12 (46%). members. These include dues discounts for
The conference discounts and the dues the first year, additional months free, monthly
discounts are considered highly effective or quarterly payments, product discounts,
offers for recruiting new members across all coupons or vouchers, and free gifts or premiums.
ure types of associations. However, combination Additionally, associations with operating budgets
associations indicate that monthly or quarterly over $5 million are significantly more likely to
installments are more effective for obtaining indicate that a dues discount for the first year is
new members than the additional months free. effective for new member recruitment compared
to those with smaller operating budgets.
y Associations reporting increases in their
membership over the past year and the past
ssociation
five years are significantly more likely to
indicate that conference discounts and
additional months free are highly effective
for new member recruitment compared to
associations with declines over the past year
or five years. Associations indicating increases
in membership over the past five years are
significantly more likely to report that multi-
year discounts are effective for new member
acquisition than those reporting declines over
the past five years.
Associations indicating increases in membership over the

past five years are significantly more likely to report that multi-year
discounts are effective for new member acquisition than
those reporting declines over the past five years.

SECTION 1
2
SECTION 2
MEMBER RECRUITMENT
SECTION 3
Member Engagement
What do you believe are the top three reasons members join4
SECTION
your organization? Member Renewal and Reinstatement (Retention)
SECTION 5
Social Media
TOP REASONS MEMBERS JOIN ORGANIZATION

SECTION 6
(n = 730) (n =325) (n = 219) (n = 186)
Networking with others in the field 57% 53% 62% 60%

SECTION 7
Learning best practices in their 26% 22% 32% 24%
profession
Accessing specialized and/or 25% 21% 26% SECTION 829%
current information Managing Your Association
Supporting advocacy 23% 17% 33% 19%

SECTION 9
Supporting the mission of the The Demographics of Your Association
21% 23% 16% 22%
association
Attending conferences/trade shows 19% 16% 23% SECTION 1021%

Words of Wisdom
Advancing their career 17% 26% 4% 18%
Purchasing continuing education 16% 21% 11% 13%
Gaining or maintaining 16% 20% 9% 17%

professional certification
Receiving recognition or prestige 16% 17% 13% 18%
by belonging to the association
Obtaining discounts on product 14% 16% 11% 15%
or meeting purchases
Accessing association 13% 16% 7% 13%

publications
Accessing industry thought 11% 7% 16% 12%

leaders
Using affinity programs
(insurance, rental cars, retail 6% 4% 11% 2%
discounts, etc.)
Accessing industry benchmark 4% 1% 10% 4%

studies
Accessing the job board 1% 2% 1% 1%
Other 8% 9% 11% 4%
Not sure <1% - - 1%
Please see explanations on following page

2
What do you believe are the top three reasons members join your organization? continued
atement (Retention) y A
lmost identical to 2018, the top reasons y A
ssociations reporting increases in their
executives believe members join is to network membership over the past year are significantly
with others in the field (57%), to learn best more likely to also report that members join
practices in their profession (26%), and to to learn best practices in their profession.
access specialized and/or current information Executives of organizations with overall
(25%). Executives from all types of associations membership renewal rates of 80% or higher are
consider networking a top membership driver significantly more likely to believe that members
for their association, and trade and combination join to support their advocacy efforts.
associations report that learning best practices
ure y E
xecutives of IMOs with less than 20,000
and accessing specialized information are also
members and those with operating budgets
top reasons for joining.
less than $5 million indicate that networking
y For IMOs, members are more likely to join to with others in the field is a significantly more
advance their career (26%; up from 23% in 2018) important membership driver than the largest
or to support the mission of their association associations.
ssociation
(23%; down from 27%). Trade association
executives believe that supporting the advocacy
conducted on behalf of the profession and the
members is a top membership driver (33%; up
from 32% in 2018).
VALUE PROPOSITION STATEMENT

(n = 687) (n = 305) (n = 210) (n = 172)
Very compelling 11% 11% 14% 8%
Compelling 38% 28% 51% 40%
Somewhat compelling 41% 50% 28% 41%
Not very compelling 9% 10% 6% 11%
Not at all compelling 1% 1% 1% 1%
y A
lmost half of associations consider their value y A
ssociations reporting increases in their one-
proposition to be very compelling or compelling year and five-year membership numbers, as
to members (49%). 41% believe that their value well as increases in their new members and
proposition is somewhat compelling, and 10% their overall membership renewal rates are
feel it is not compelling. Trade associations are significantly more likely to report that their value
the most positive about their value proposition, proposition is very compelling or compelling.
with about two-thirds that believe it is very
compelling or compelling (65% vs. 39% for
IMOs and 48% for combination associations).

ruitment (Acquisition)
3
SECTION 3
agement MEMBER ENGAGEMENT
ewal and Reinstatement (Retention)

Do you have a tactical plan to increase engagement?
a 76%
69%
67% 66% Total (n = 732)
Individual (n = 326)
Trade (n = 220)
S and Goals
Combination (n = 186)
27% 27%
embership Structure 24%
18%
7% 6% 6% 8%
our Association
Yes No Not sure
aphics of Your Association

y T
he majority of associations have a tactical plan y 8
3% of associations that have seen a renewal
to increase engagement (69%). increase in the past year also have a tactical
plan to increase engagement.
y Trade associations are significantly more likely
than IMOs or combination associations to have y contrast, only 63% of associations that have
y B
sdom
a tactical plan to increase engagement (76% vs. seen a renewal decrease and 69% of those
67% and 66%, respectively). whose renewal rate has remained the same
have tactical plans.
The majority of associations have a tactical plan

to increase engagement (69%).

ment (Acquisition)
ment MEMBER ENGAGEMENT
and Reinstatement (Retention)
Which of the following communication methods do you use to help onboard

or engage new members in the association? (Check all that apply.)
d Goals COMMUNICATION METHODS TO ONBOARD NEW MEMBERS

(n = 725) (n = 321) (n = 219) (n = 185)
ership Structure
Welcome email(s) 75% 74% 76% 75%
Membership card or certificate 45% 56% 31% 43%
Mailed welcome kit 44% 46% 43% 44%
ssociation
Opportunity to create a membership profile 43% 42% 42% 47%
Invitation to use members-only website sections 43% 41% 48% 40%
Emailed welcome kit 36% 36% 39% 35%
cs of Your Association
New-member engagement email series 33% 37% 27% 31%
Invitation to join the online community 32% 36% 26% 32%
Invitation to follow/like association's social media
30% 29% 29% 35%
(public or private) page(s)
Volunteer or staff welcome phone call 28% 16% 46% 29%
Invitation to volunteer 23% 24% 23% 22%
In-person new-member reception or orientation 22% 17% 35% 15%
Invitation to chapter meeting 18% 22% 11% 17%
New-member survey 15% 20% 11% 13%
New-member newsletter (mail or electronic) 15% 16% 15% 15%
New-member webinars 12% 11% 17% 7%
New-member gift (e.g., gift card, calendar, or notepad) 10% 13% 10% 5%
Chapter welcome phone call 10% 11% 7% 11%
Telemarketing welcome phone call 9% 7% 12% 10%
Special new-member discounts on purchases 9% 10% 9% 7%
Custom new-member renewal series 9% 12% 6% 6%
Invitation to download mobile apps 5% 6% 5% 6%
Text messaging 3% 4% 3% 2%
Early or 'at-birth' renewal 2% 4% 1% 1%
Other 4% 3% 6% 4%
No special communication 3% 1% 4% 3%
y A
welcome email is the most common method y A
ssociations with an 80% or higher renewal
used to onboard or engage new members (75%). rate are significantly more likely to extend an
invitation to use members-only website sections
y M
embership cards or certificates (45%), mailed
(47% vs. 39%).
welcome kits (44%), creating membership profiles
(43%), and members-only website sections (48%)
are the next most common methods used to
onboard or engage new members.

SECTION 2
SECTION 3
MEMBERMember
ENGAGEMENT
Engagement
SECTION 4
Member Renewal and Reinstatement (Rete
In the past fiscal year, how have member engagement and SECTION 5
participation changed within each of the following areas? Social Media
Please indicate N/A if a particular item is not offered or not relevant to your association.
SECTION 6
TOTAL
SECTION 7
Participation in your public social network 64% 35% 1%
Participation in your private social network 56% 41 %SECTION 8 3%

Participation in your young 55% 39% 6%

professional program
SECTION 9
Attendance at webinars 51 % 44% 5%
Attendance at your annual

50% 38% 13%
SECTION 10
conference/trade show Words of Wisdom
Number of members who acquire or maintain

50% 40% 11%
a certification within your organization
Number of visits to members-only
50% 47% 4%
section of website
Participation in your mentoring program 46% 48% 6%
Attendance at your professional

43% 48% 9%
development meetings
Number of membership upgrades 41 % 53% 6%
Donations to your association

36% 50% 14%
foundation or PAC
Use of career services (e.g., Career Center) 36% 57% 7%
Purchase or maintain insurance

33% 56% 11%
through your organization
Non-dues product purchases 33% 58% 9%
(other than previously checked)
Volunteerism with your organization 29% 63% 8%
Book or directory purchases 23% 56% 21%
Non-dues service purchases

22% 71 % 7%
Increased Stayed the same Decreased

ment (Acquisition)

INDIVIDUAL
Participation in your private social network 54% 42% 5%

d Goals
Participation in your young
55% 39% 6%
Attendance at webinars 50% 44% 6%

ership Structure

conference/trade show 47% 39% 1 4%
ssociation Number of members who acquire or maintain

45% 44% 1 2%
52% 44% 4%
section of website
Participation in your mentoring program 47% 51 % 2%

development meetings 38% 52% 10%
Number of membership upgrades 40% 55% 6%

36% 52% 13%
foundation or PAC

29% 57% 14%
through your organization
Non-dues product purchases 37% 51 % 12%


(other than previously checked) 21% 71% 8%
y W
hile 64% of associations saw increased and participation is significantly higher than
engagement with their public social network, this among associations with negative growth.
rate of increase was down from 70% in 2018. - S
ome of the more notable significant
y Fewer associations (51%) saw an increase in differences include participation in a private
webinar attendance, a continued decline from social network; participation in a young
60% in 2016. professional program; attendance at annual
conference/trade shows; and number of
y A
mong organizations with both one-year and five-
members acquiring/maintaining certification.
year membership growth, member engagement

SECTION 2
SECTION 3
MEMBERMember
ENGAGEMENT
Engagement
SECTION 4
TRADE
SECTION 5
Participation in your public social network 67% 32% Social Media
2%
Participation in your private social network 53% 45% SECTION2%6

56% 41% 3%
SECTION 7
Attendance at webinars 55% 39% 5%

conference/trade show 52% 34% 14%
SECTION 8
Number of members who acquire or maintain Managing Your Association
51% 37% 12%
48% 48% SECTION3%9
section of website The Demographics of Your Association
Attendance at your professional SECTION 10

46% 46% 8% of Wisdom
Words
development meetings

42% 47% 12%
foundation or PAC

through your organization 35% 62% 4%
Non-dues product purchases 32% 63% 5%

Volunteerism with your organization 3 1% 60% 9%

y A
ssociations that experienced new member y 5
7% of associations with new member growth
growth in the past year also saw a significantly experienced conference/trade show growth,
higher increase in conference/trade show compared to 41% among those experiencing a
attendance. decrease and 44% among those experiencing
no change in new membership growth.

ment (Acquisition)

COMBINATION
Participation in your private social network 64% 34% 2%

d Goals
professional program 56% 37% 7%
ership Structure Attendance at webinars 49% 48% 4%

conference/trade show 53% 39% 9%
ssociation
Number of members who acquire or maintain
a certification within your organization 59% 34% 8%
cs of Your Association Number of visits to members-only

section of website 47% 49% 4%

development meetings 49% 43% 8%

foundation or PAC 32% 51% 17%

through your organization 42% 47% 12%
Non-dues product purchases


y A
ssociations with smaller operating budgets y 6
8% of small associations experienced an
(less than $1 million) are significantly more likely increase in webinar attendance, compared to
to have seen an increase in webinar attendance. 48% among larger budget associations.

SECTION 2
SECTION 3
MEMBERMember
ENGAGEMENT
Engagement
SECTION 4
What service do you use for your online community? SECTION 5

Social Media
ONLINE COMMUNITY SERVICE SECTION 6

(n = 692) (n = 305) (n = 208) (n = 179)
Higher Logic 24% 29% 15% 26% SECTION 7
YourMembership (YM) 4% 4% 6% 3%
Community Brands 1% 1% - 2%
Small World Community 1% 1% - - SECTION 8
Personify360 <1% 1% - -
Causeway <1% - 1% -
CareHubs <1% <1% - - SECTION 9
Other 24% 26% 22% 24%
We don't offer an online 45% 37% 57% 45%
community SECTION 10
Words of Wisdom
y 4
5% of associations do not use an online y O
nline communities do not necessarily lead to
community. greater renewal rates. Only 52% of associations
with high renewal rates (80%+) offer an online
y At 57%, trade associations are significantly
community, compared to 63% of associations
more likely not to use an online community.
with lower renewal rates (<80%).

ment (Acquisition)
Which social media does your organization officially use?

(Check all that apply.)
d Goals SOCIAL MEDIA USED BY ASSOCIATIONS

(n = 710) (n = 314) (n = 213) (n = 183)
ership Structure
Facebook 93% 94% 89% 97%
Twitter 82% 83% 81% 82%
ssociation LinkedIn (Public) 72% 69% 76% 74%
YouTube 59% 57% 60% 59%
Instagram 48% 50% 40% 51%
cs of Your Association LinkedIn (Association Members Only) 27% 28% 25% 27%
Association Blog 20% 21% 22% 17%
Pinterest 10% 13% 6% 11%
Private Association Social Network 9% 12% 7% 4%
Flickr 7% 6% 9% 8%
Google + 7% 6% 7% 8%
Association Listserv 6% 8% 4% 7%
Other 3% 3% 3% 3%
None—we don't use social media 1% 1% 2% -
y F
acebook and Twitter are the most popular y W
hile Instagram’s popularity continues to rise,
social media platforms for each type of it may not be an effective social media platform
association. for generating renewals.
y F
acebook usage remains consistent at - 5
7% of associations with lower renewal rates
93% overall. (<80%) use Instagram, whereas only 44% of
those with higher renewal rates (80%+) use
y LinkedIn rose to 72% (+3% over 2018) and
the platform.
Instagram increased to 48% (+8% over 2018).

4
SECTION 4
Retention)
MEMBER RENEWAL AND REINSTATEMENT
Is membership renewal based on a fixed calendar date for all

members or an anniversary date from the start of the membership?
60%
56% Total (n = 710)
51% Individual (n = 315)

49% 48% 48%
Trade (n = 212)
39% 38% Combination (n = 183)
5%
3% 2% 2%
Membership anniversary date Fixed calendar date Other
y 4
9% of associations tie membership renewal y A
ssociations with a high renewal rate (80%+) are
to the anniversary date, while 48% used a fixed significantly more likely to use a fixed calendar
calendar date. In 2018, there was a nine-point date for renewals (59% vs. 22%).
difference (53% and 44%, respectively).
Associations with a high renewal rate (80%+) are significantly

more likely to offer a grace period than organizations with
lower renewal rates (86% vs. 76%).

4
tion)
After a membership expires, how long is your association’s grace

period for accessing member benefits?
LENGTH OF GRACE PERIOD

(n = 709) (n = 315) (n = 211) (n = 183)
One month 20% 20% 16% 22%
2 to 3 months 47% 44% 50% 47%
4 to 6 months 12% 11% 14% 10%
7 to 12 months 3% 4% 5% 1%
More than a year 2% 2% 2% 3%
We don’t offer a grace period 17% 19% 14% 18%
LENGTH OF GRACE PERIOD BY RENEWAL RATE (IMOs)
Total Less than 80% 80%+

(n = 276) (n = 120) (n = 156)
One month 20% 29% 13%
2 to 3 months 44% 37% 50%
4 to 6 months 12% 3% 18%
7 to 12 months 3% 3% 3%
More than a year 1% 1% 2%
We don’t offer a grace period 19% 27% 13%
y M
ost associations offer a grace period; only 17% y A
ssociations with a high renewal rate (80%+) are
do not, consistent with 2018 reporting. significantly more likely to offer a grace period
than organizations with lower renewal rates
y 66% of associations offer a grace period of up
(86% vs. 76%).
to three months, and 47% specifically offer a
grace period of 2 to 3 months. - The difference is even greater for IMOs
(87% vs. 73%).
y A
ssociations with higher new member renewal
rates (60%+) are significantly more likely to offer
a grace period for renewal (87% vs. 74%).

Member Engagement
4
SECTION 4
SECTION 5
Social Media
For each member, how many of each of the following

SECTION 6
membership
renewal EFFORTS do you have in your renewal series?
Select ONE for each renewal series. SECTION 7
MEDIAN NUMBER OF MEMBERSHIP RENEWAL

EFFORTS IN RENEWAL SERIES * SECTION 8

Email 4 4 4 SECTION 9
3
Digital Ads 3 3 2 3
Mail 2 2 2 SECTION 10 2
Text 2 2 2 Words of Wisdom 1
Phone 1 1 2 1
Fax 1 3 1 1
* Among those who used that renewal method
y E
mail is the most popular method for contacting y E
mail is more widely used by large, big budget
members to renew their membership. associations.
- IMOs with 20,000+ members and all associations
with budgets over $20 million make six email
efforts, which is significantly more than smaller,
lower budget associations.
38% of associations seeing an increase in renewal rates have an

automatic annual credit card renewal option. This is significantly
more than among associations experiencing a decrease (26%) and
among those reporting no change (22%).

4
tion)
When do you start the renewal effort?

START RENEWAL EFFORT

(n = 703) (n = 312) (n = 210) (n = 181)
Immediately after welcoming 6% 6% 8% 4%
Prior to 6 months before expiration 4% 3% 4% 4%
At 6 months prior to expiration 4% 4% 5% 3%
5 months prior to expiration 3% 2% 3% 3%
1 month prior to expiration 11% 13% 10% 11%
The month of expiration 5% 4% 8% 3%
Not sure 3% 3% 3% 2%
y 7
1% of associations wait until at least three months y A
mong associations with lower renewal rates,
prior to expiration to begin renewal efforts. only 28% wait until there are less than three
months remaining.
y The third month from expiration is the most common
month in which to start renewal efforts (35%).
- H
owever, associations with lower renewal rates
(<80%) are significantly more likely to start renewal
efforts during the third month (46% vs. 32%).
When do you end renewal efforts (stop renewal contacts to the member)?
END RENEWAL EFFORTS

(n = 704) (n = 313) (n = 210) (n = 181)
At the month of expiration 2% 2% 3% 1%
1 month after expiration 9% 11% 4% 12%
2 months after expiration 11% 11% 10% 11%
More than 6 months after expiration 8% 11% 6% 6%
We don't stop contact 21% 20% 23% 20%
Not sure 3% 3% 5% 2%
y 4
6% of associations cease renewal efforts within y A
ssociations with higher renewal rates (80%+)
the first three months of expiration. are significantly more likely to still be making
renewal efforts at least six months after
y A
ssociations with lower renewal rates (<80%)
expiration (22% vs. 14%).
are significantly more likely to give up renewal
efforts after only one month (19% vs. 8%).

Member Engagement
4
SECTION 4
SECTION 5
Social Media
Which of the following marketing channels generate

SECTION 6
the most
membership renewals? You may select up to THREE choices.
SECTION 7
TOP MARKETING CHANNELS FOR RENEWALS
Total Individual Trade

SECTION 8
Combination
(n = 694) (n = 311) (n = Your
Managing 205) Association(n = 178)
Email marketing 81% 88% 72% 82%
Mail 52% 57% 47%
SECTION 9
51%
Staff phone calls 42% 23% 70%
The Demographics 44%
of Your Association
Peer member contacts 18% 17% 20% 16%

Telemarketing 10% 13% SECTION 4%
10 11%
Words of Wisdom
Board phone calls 6% 3% 12% 3%
Employer contacts 5% 3% 5% 8%
Chapter phone calls 5% 6% 2% 6%
Social media contacts 4% 5% 2% 3%
Magazine cover wraps 3% 5% 1% 3%
Online digital ads 3% 5% 1% 3%
Texting 2% 3% 1% 4%
Fax 1% <1% 2% 1%
Renewal app for mobile devices <1% <1% - 1%
Other 7% 8% 9% 5%
y E
mail marketing (81%), mail (52%), and staff y A
ssociations with smaller budgets (<$5 million)
phone calls (42%) are far and away the are significantly more likely to generate
marketing channels most likely to generate the membership renewals using staff phone calls
most membership renewals. (48% vs. 32%).
y IMOs and combination associations are - T
elemarketing is significantly more likely
significantly more likely to cite email marketing to generate renewals for larger budget
as effective in generating renewals (88% organizations (18% vs. 5%).
and 82%, respectively, vs. 72% for trade
associations).
y A
ssociations with higher renewal rates (80%+)
are significantly more likely to find staff phone
calls effective (51% vs. 25%).

4
tion)
Do you offer any of the following renewal options? (Check all that apply.)
TOP RENEWAL OPTIONS

(n = 695) (n = 314) (n = 205) (n = 176)
Installment renewal payments (monthly, 29% 29% 32% 25%
quarterly)
Automatic annual credit card renewal 27% 37% 13% 27%
Multi-year renewals 22% 27% 11% 24%
Lifetime membership 15% 20% 4% 18%

Automatic annual Electronic Funds 12% 11% 16% 11%
Transfer (EFT) renewals
Renewal bill-me 12% 8% 15% 15%
Early-renewal discounts 10% 14% 6% 9%
Gifts or premiums for renewal 5% 7% 2% 5%
None of these 32% 28% 41% 30%
y 3
2% of associations do not offer any of the y 3
8% of associations seeing an increase in
listed renewal options. renewal rates have an automatic annual
credit card renewal option. This is significantly
- T
his is especially true among trade associations, of
more than among associations experiencing a
which 41% do not offer any listed renewal options.
decrease (26%) and among those reporting no
y IMOs are significantly more likely to offer an change (22%).
automatic annual credit card renewal option
(37% vs. 13% of trade associations and 27%
of combination associations).
TOP 3 RENEWAL OPTIONS BY SIZE: INDIVIDUAL

TOP 3 RENEWAL OPTIONS BY SIZE: INDIVIDUAL
Up to 1,000 1,001 to 5,000 5,001 to LT 20,000 20,000+ y L
arger IMOs (20,000+
Up(nto
= 129)
1,000 (n =to135)
1,001 5,000 5,001(nto=LT
116)
20,000 (n = 110)
20,000+
(n = 129) (n = 135) (n = 116) (n = 110) members) are significantly
1. Installment 1. Automatic 1. Automatic credit 1. Automatic
payments
1. Installment credit
1. card
Automatic card
1. renewal
Automatic credit credit
1. card
Automatic more likely to use automatic
renewal
credit card card renewal renewal
credit card annual credit card renewals
payments
renewal renewal
2. Automatic 2 (tie). 2. Multi-year 2. Multi-year than smaller organizations
credit
2. card
Automatic Installment
2 (tie). renewal renewal
2. Multi-year 2. Multi-year (49% vs. 28%).
renewal
credit card payments
Installment renewal renewal
renewal- payments
3. Multi year 2 (tie). Multi-year 3. Installment 3. Lifetime y A
ssociations with larger
3. Multi-year
renewal renewal
2 payments
(tie). Multi-year 3. Installment membership
3. Lifetime
renewal renewal payments membership budgets ($5 million+) are
3. Lifetime
membership
3. Lifetime also significantly more likely
membership to have an automatic annual
credit card renewal option
TOP 3 RENEWAL OPTIONS BY SIZE: TRADE (36% vs. 21%).
TOP 3 RENEWAL OPTIONS BY SIZE: TRADE
Up to 100 101 to LT 500 500+
(n to
= 64) y S
maller budget associations
Up 100 101(nto= LT
125)
500 (n500+
= 191)
(n = 64)
1. Installment (n = 125)
payments 1. Installment (n = 191)
payments 1. Installment payments (<$1 million) are significantly
1.
2.Installment payments 1. Installment payments 1.
Automatic annual 2. Installment payments
Automatic annual more likely not to offer any
2. Bill-me
credit
2. card renewal
Automatic annual credit card renewal
2. Automatic annual of the listed renewal options
2. Bill-me
credit card renewal
3. Multi-year renewal 3. Multi-year renewal credit
3. card renewal
Multi-year renewal (42% vs. 29%).
3. Multi-year renewal 3. Multi-year renewal 3. Multi-year renewal

Member Engagement
4
SECTION 4
SECTION 5
Social Media
What do you believe are the top reasons members DO NOT renew
SECTION 6
their membership in your organization? You may select up to THREE choices.
SECTION 7
TOP REASONS FOR NOT RENEWING MEMBERSHIP

(n = 704) (nSECTION
= 314) 8 (n = 210) (n = 180)
Lack of engagement with the organization 41% 35% 51% 39%
Could not justify membership costs with any significant ROI 27% 22% 33% 29%
SECTION 9
Left the field, industry, or profession 27% 33% 15% 31%
Lack of value 25% 26% 21% 26%
Employer won't pay or stopped paying dues 21% 29% 8% 24%
SECTION 10
Budget cuts/economic hardship of company 21% 11%
Words of Wisdom
39% 18%
Forgot to renew 20% 27% 11% 18%
Too expensive 17% 21% 13% 14%
Company closed or merged 17% 2% 38% 17%
Retirement 16% 22% 7% 15%
Disappointment with the benefits/services 7% 6% 5% 11%
Student memberships do not convert to full memberships 7% 10% - 9%
Can get materials from other members/other sources 7% 6% 8% 6%
Lack of relevance 6% 7% 7% 5%
Moved 5% 6% 4% 4%
Disagree with advocacy position of the association 4% 3% 5% 3%
Young professional memberships do not convert to full 3% 5% - 2%
memberships
Lost job 2% 3% 1% 3%
Switch to competitor 2% 1% 3% 3%
Poor customer service 1% 2% - 1%
Not sure 1% 1% 1% 1%
Other 6% 7% 5% 4%
y L
ack of engagement is increasingly cited as y A
mong IMOs, 27% cite forgetting to renew as
a reason why members do not renew. At 41%, a factor in non-renewals; this is significantly
this represents a continued increase from 33% higher than among trade associations (11%) and
in 2016. combination associations (18%).
y L
ack of engagement is especially high among
trade associations (51%; up from 40% in 2016).
- In fact, it is significantly higher than IMOs
(35%) and combination associations (39%).

4
tion)
After memberships lapse or expire, how long do you continue to

contact members to invite them to reinstate their membership?
CONTACT AFTER MEMBERSHIP LAPSE OR EXPIRATION

(n = 705) (n = 314) (n = 210) (n = 181)
We continue indefinitely to contact lapsed members 30% 24% 41% 30%
1 year after expiration 20% 20% 18% 21%
2 years after expiration 11% 13% 9% 11%
3 years after expiration 7% 10% 5% 6%
4 to 5 years after expiration 5% 7% 2% 6%
6 or more years after expiration 1% 3% 1% 1%
Other 7% 6% 7% 9%
Not sure 5% 5% 6% 4%
We don't contact lapsed members 13% 13% 11% 14%
y 3
0% of associations continue to contact y A
ssociations with a higher renewal rate (80%+)
lapsed members indefinitely; this is down from are significantly more likely to continue contacting
33% in 2018. lapsed members indefinitely (34% vs. 25%).
y T
rade associations are significantly more likely to y S
maller budget associations (<$1 million) are
continue indefinite contact (41% vs. 24% for IMOs significantly more likely not to contact lapsed
and 30% among combination associations). members (23% vs. 10%).
Associations with a higher renewal rate (80%+) are significantly more

likely to continue contacting lapsed members indefinitely (34% vs. 25%).

Member Engagement
4
SECTION 4
SECTION 5
Social Media
Which channels generate the most reinstated lapsed

SECTION 6
members?
Please select up to TWO answer choices
SECTION 7
TOP CHANNELS FOR REINSTATING LAPSED MEMBERS
Total Individual TradeSECTIONCombination

8
(n =665) (n = 295) Managing Your
(n = 197) (n =Association
173)
Email 71% 77% 66% 66%
Phone 38% 22% 56%
SECTION 9 43%
Direct mail 33% 43% 22% 30%
Social media 5% 8% 3% 2%
Text 1% 1% 1%SECTION 10
3%
Words of Wisdom
Online digital ads 1% 2% - 1%
Fax <1% - 1% -
Other 14% 10% 19% 13%
y 7
1% of associations say that email generates the y 7
6% of associations experiencing both one-
most reinstated lapsed members; this is up from and five-year membership growth cite email
68% in 2018. as the most effective means of reinstating
lapsed members; this is significantly higher
y 56% of trade associations say that phone calls
than associations that have experienced a
have generated the most reinstated lapsed
one-year decrease (66%) and those that have
members, a figure significantly higher than IMOs
experienced a five-year decrease (68%).
(22%) and combination associations (43%).
y IMOs with 5,000 or fewer members are
y D
irect mail is significantly more effective among
significantly more likely to generate lapsed
IMOs; 43% of IMOs cite it as an effective source
member reinstatements via phone than larger
of lapsed member reinstatements, compared
IMOs (36% vs. 23%).
to 22% of trade associations and 30% among
combination associations.

4
tion)
How has the budget changed from last year for each of the following
marketing programs?
BUDGET CHANGE FOR MARKETING PROGRAMS IN PAST YEAR*

TOTAL
Increased Stayed the Decreased

Same
Email 38% 57% 2%
Paid online digital advertising 32% 20% 3%
Promotion to/at your own 26% 53% 2%

Association-sponsored events 24% 42% 4%
Local events/meetings 24% 45% 3%

Personal sales calls
22% 33% 2%
(not telemarketing)
Direct mail 21% 42% 11%
Public relations 21% 36% 3%

Exhibiting at other
18% 37% 7%
conferences
Content marketing/white
17% 27% 1%
papers
16% 59% 2%
publications
Chapter support 13% 31% 3%
Advertising in outside
12% 31% 4%
publications
Member referral program 10% 30% 3%
Telemarketing (not personal

8% 17% 3%
sales calls)
Texting 7% 10% <1%
Radio or TV 3% 10% 1%
* Did Not Use not shown

Member Engagement
4
SECTION 4
SECTION 5
Social Media
BUDGET CHANGE FOR MARKETING PROGRAMS SECTION

IN PAST6
YEAR*
INDIVIDUAL CHALLENGES and Goals

Same
SECTION 7
Email 37% 59% 2%
Paid online digital advertising 33% 26%

SECTION 8 3%
Promotion to/at your own
21% 58% 2%
SECTION 9
Association-sponsored events 18% 43%
The Demographics4%
of Your Association

SECTION 10
Personal sales calls Words of Wisdom
14% 27% 1%
(not telemarketing)

Exhibiting at other
14% 39% 8%
conferences
17% 26% 2%
papers
15% 64% 2%
publications
8% 31% 6%
publications

9% 21% 4%
sales calls)
Texting 8% 11% -
y 3
8% of associations increased spending on y 2
3% of IMOs increased their budgets on direct
email marketing programs in the past year, mail this past year, while 16% of IMOs decreased
down from 42% in 2018. 37% of IMOs increased their budget.
their budget on email.

4
tion)
BUDGET CHANGE FOR MARKETING PROGRAMS IN PAST YEAR*

TRADE
Stayed the
Increased Decreased
Same
Email 41% 53% 1%
Paid online digital advertising 23% 16% 4%

29% 47% 1%
Association-sponsored events 35% 39% 2%

32% 41% 3%
(not telemarketing)
Exhibiting at other
17% 39% 5%
conferences
20% 25% 1%
papers
19% 46% 3%
publications
14% 32% 2%
publications

5% 12% 2%
sales calls)
Texting 5% 11% -
Radio or TV 3% 8% -
y A
ssociations with lower renewal rates (<80%) y IMOs and combination associations are
are significantly more likely to have increased significantly more likely than trade associations
their paid online digital advertising in the past to have increased their paid online digital
year (39% vs. 30%). advertising budget in the past year (33% and
39%, respectively, vs. 23%).

Member Engagement
4
SECTION 4
SECTION 5
Social Media
BUDGET CHANGE FOR MARKETING PROGRAMS SECTION

IN PAST 6
YEAR*
COMBINATION CHALLENGES and Goals

SameSECTION 7
Email 37% 58% 2%
Paid online digital
39% 13% SECTION 8 3%
advertising Managing Your Association

30% 51% 3%
conferences/trade show SECTION 9
Association-sponsored
22% 45% 6%
events
SECTION 10
Local events/meetings 29% 41% Words of Wisdom3%

24% 34% 3%
(not telemarketing)

Exhibiting at other
23% 33% 6%
conferences
14% 34% 1%
papers

14% 67% 2%
publications
16% 30% 4%
publications
Telemarketing (not
10% 15% 1%
personal sales calls)
Texting 7% 9% 1%
y T
rade and combination associations are y T
rade and combination associations are
significantly more likely to have increased significantly more likely to have increased
promotion to/at conferences and trade shows budgets for promoting local events and
(29% and 30%, respectively, vs. 21% for IMOs). meetings (29% each vs. 17% for IMOs).

5
SECTION 5
and Goals CHALLENGES AND GOALS
mbership Structure
What are your organization’s biggest internal challenges to growing
membership? Please select up to three responses.
r Association
BIGGEST INTERNAL CHALLENGES TO GROWING MEMBERSHIP

(n = 687) (n = 305) (n = 203) (n = 179)
Difficulty in communicating value or benefits 38% 41% 31% 39%
hics of Your Association
Insufficient staff 35% 33% 40% 33%
Difficulty in proving ROI 25% 22% 28% 27%
Difficulty identifying/contacting prospects 22% 25% 22% 17%
om Difficulty attracting and/or maintaining younger members 20% 27% 10% 20%
Membership too diverse, difficulty meeting needs 20% 15% 21% 27%
of different segments
Insufficient budget 20% 19% 22% 20%
Inadequate association management database 18% 16% 19% 18%
Lack of a strategy or plan 16% 14% 17% 17%
Difficulty in converting student memberships to regular 11% 17% - 14%

memberships
Weak product or service offerings 11% 13% 8% 11%
Lack of marketing expertise 9% 7% 12% 8%
Lack of integration between national and chapters 7% 8% 5% 8%
Inadequate research to understand market 7% 8% 6% 7%
Misalignment of goals between board and executive staff 4% 3% 3% 4%
Other 6% 5% 9% 5%
y A
ssociation executives reiterate the same top y A
ssociations reporting increases in their one-year
challenges as in 2018: difficulty in communicating membership numbers are significantly more likely
value or benefits (38%; up from 35% in 2018), to struggle with difficulty in identifying/contacting
insufficient staff (35%; same as in 2018), and prospects and with meeting the needs of a diverse
difficulty in proving ROI (25%; up from 22% in membership. Associations reporting declines in
2018). Similar to 2018, trade and combination their one-year and five-year membership totals,
associations are challenged more by proving ROI their new member numbers over the past year,
to their members, while IMOs are more likely to and in their overall renewals struggle significantly
struggle with attracting or maintaining younger more with attracting and/or maintaining younger
members. Combination associations are equally members than associations with increases in the
likely to report that they struggle with meeting the same areas. Associations reporting increases in
needs of a heavily diverse membership as they do members over the past five years are significantly
with proving ROI (27% each).
continued on following page

SECTION 5
Social Media
5
SECTION 6
CHALLENGES AND GOALS
SECTION 7
more likely to be challenged by inadequate budgets. IMOs with over 5,000 members are
association database management, compared to significantly more likely to indicate they struggle
SECTION 8
associations with declines in membership over the with attracting or maintaining younger members.
past five years. Associations with operating budgets of up to $1
million are significantly more likely to struggle
y IMOs with less than 5,000 members and those SECTION 9
with insufficient budgets compared to those with
with an operating budget of under $20 million The Demographics of Your Association
larger operating budgets.
struggle significantly more with insufficient staff
than larger associations or those with larger SECTION 10
Words of Wisdom
What are your organization’s biggest external challenges to growing

membership? Please select no more than two responses.
BIGGEST EXTERNAL CHALLENGES TO GROWING MEMBERSHIP

(n = 683) (n = 302) (n = 206) (n = 175)
Economy/cost of membership 41% 42% 40% 42%
Perception of the association and/or its culture
39% 46% 35% 34%
(i.e., old boy's network, not specialized enough, etc.)
Competitive association(s) or sources of information 38% 39% 36% 37%
Lack of brand awareness 37% 38% 31% 42%
Declining member/employer budgets 34% 35% 26% 42%
Industry consolidation/industry shrinkage 26% 17% 38% 25%

Changing demographics of industry/fewer young
16% 17% 11% 19%
people in industry
Market saturation 12% 12% 12% 10%
Other 9% 11% 10% 6%
y T
he economy is now the top external challenge the economy, lack of brand awareness, and
for associations (41%; up from 26% in 2018), declining member/employer budgets (42% each).
followed by the perception of the association Trade associations are also significantly more
or its culture (39%; up from 27% in 2018), likely to struggle with industry consolidation/
and competitive associations or sources of industry shrinkage issues (38%; up from 37% in
information (38%; up from 33% in 2018). 2018) than IMOs and combination associations.
y F
or IMOs, the top external challenge is the y A
ssociations with renewal rates under 80% are
perception of the association (46%; up from significantly more likely to struggle with lack
30% in 2018), while for trade associations, the of brand awareness (43% vs. 34%), while those
top external challenge is the economy/cost with renewal rates over 80% are significantly
of membership (40%; up from 29% in 2018).
Combination associations struggle equally with

5
Goals CHALLENGES AND GOALS
hip Structure
more challenged by industry consolidation 29%) and industry consolidation/shrinkage (32% vs.
or shrinkage (32% vs. 17%). Compared to 23%) compared to associations with growth over
ociation associations with increases in overall membership the past five years.
in the past year, associations with declines in their
y T
rade associations with 500 or more member
overall one-year membership struggle significantly
companies are significantly more likely than
more with competitive associations or sources
of Your Association smaller associations to struggle with competitive
of information (45% vs. 35%) as well as industry
associations or sources of information, while those
consolidation/shrinkage (31% vs. 23%).
with less than $1 million in their operating budget
y A
ssociations reporting declines in their membership struggle significantly more with a lack of brand
over the past five years struggle significantly more awareness compared to those with more funds.
with declining member/employer budgets (40% vs.
What are the most significant data challenges your association faces?
Please select no more than three responses.
DATA CHALLENGES

(n = 652) (n = 296) (n = 190) (n = 166)
Lack of marketing results tracking and 39% 39% 34% 44%

analysis reporting
Inadequate membership dashboards 35% 36% 34% 34%

and reporting tools
Lack of ability to model and segment 33% 34% 33% 33%

members and customers
Poor data hygiene and accuracy 32% 32% 34% 32%
Lack of skilled data professionals to

manage and work with our 30% 33% 33% 24%
organization’s data
Lack of demographic or firmographic 30% 30% 26% 35%

data on members/customers
Decentralized data/lack of a centralized
database for member, customer, and 21% 23% 18% 22%
prospect data
Lack of ability to import/export new 11% 12% 7% 14%

data points and/or data sources.
Other 8% 7% 10% 8%
y T
he top two data challenges remain the same most common data challenge among associations
as in 2018: lack of marketing results tracking is the lack of ability to model and segment
and analysis reporting (39%; down from 51%), members and customers (33%; down from 38%).
and inadequate membership dashboards and continued on following page
reporting tools (35%: down from 48%). The third

SECTION 5
Social Media
5
SECTION 6
CHALLENGES AND GOALS
SECTION 7
y T
rade associations struggle more with poor data results tracking and analysis reporting (48% vs.
hygiene than with modeling and segmentation 31%). Associations with operating budgets of less
SECTION 8
issues (34%), while combination associations find than $20 million are also significantly more
Managing likely
Your Association
the lack of demographic and firmographic data on to struggle with marketing results tracking and
members/customers to be challenging (35%). analysis reporting.
SECTION 9
y A
ssociations reporting a decline in membership y P
oor data hygiene is a significantThe
challenge for of Your Association
Demographics
over the past year struggle significantly more with associations with operating budgets over $1
a lack of skilled data professionals to manage million, while those with an operating budget of
SECTION 10
and work with the data compared to associations $20 million or more are significantly more
Words likely
of Wisdom
with increases in membership (38% vs. 29%). to be challenged by decentralized data/lack of a
The smallest IMOs (up to 1,000 members) centralized database for member, customer, and
are significantly more likely than the largest prospect data compared to those with smaller
associations to struggle with a lack of marketing budgets.
How innovative would you consider your organization?
ORGANIZATIONAL INNOVATION

(n = 693) (n = 308) (n = 206) (n = 179)
Extremely innovative 1% 1% 3% 1%
Very innovative 12% 13% 16% 7%
Moderately innovative 42% 42% 40% 43%
Slightly innovative 35% 36% 33% 38%
Not at all innovative 9% 9% 8% 11%
y A
ssociations, regardless of type, are most likely to y A
ssociations with declines in their membership
believe their organization is moderately innovative over the past year and the past five years, plus
(42%). One-third of associations believe their decreases in new members and overall renewal
organization is only slightly innovative (35%). rates, are significantly more likely to indicate that
Trade associations are slightly more likely to their organizations are only slightly innovative, or
consider their organization to be extremely or not innovative at all.
very innovative compared to IMOs or combination
associations (19% vs. 14% for IMOs and 8% for
combination associations).

5
Goals CHALLENGES AND GOALS
hip Structure
Do you believe 76%

73%
77%
79%
Total (n = 682)
ociation
that your Individual (n = 306)
Trade (n = 202)
organization Combination (n = 174)
of Your Association has a culture
that supports 28%
innovation? 25% 23%
21%
Yes No
y O
verall, three-quarters of associations believe that well as those with increases in their overall new
their organization fosters a culture of innovation members are significantly more likely to indicate
(76%), with combination and trade associations that their organization has a culture that supports
more likely to agree that their organization innovation. Conversely, those reporting declines
supports innovation (79% and 77%, respectively). in membership are significantly more likely to
ssociations with increases in membership
y A believe their association culture does not support
over the past year and the past five years, as innovation.
Does your organization currently have a process in place for

innovation and new ideas?
ORGANIZATIONAL INNOVATION PROCESS

(n = 692) (n = 306) (n = 207) (n = 179)
Yes, we have a specified process 23% 26% 26% 17%
No, but we are working on developing 35% 33% 33% 39%

a process
No, we do not have a process 42% 41% 41% 45%
y M
ore than half of association executives specified process in place to support innovation
indicate that their association either has a and new ideas. Conversely, associations
specified process in place for innovation and reporting declines in membership over the
new ideas (23%) or is currently working on past five years are significantly more apt to
developing such a process (35%). Combination indicate they do not have a process in place for
associations are most likely to indicate they do innovation and new ideas. IMOs with the most
not have any process in place (45%). members (over 20,000) and organizations with
more than $20 million in their operating budget
y A
ssociations reporting increases in one-year and
are significantly more likely to have a specified
five-year membership numbers are significantly
process for innovation and new ideas.
more likely to indicate they already have a

als
6
SECTION 6
Structure DUES AND MEMBERSHIP STRUCTURE
ation
What membership categories does your association offer?
(Check all that apply.)
Your Association
MEMBERSHIP CATEGORIES OFFERED

(n = 688) (n = 308) (n = 203) (n = 177)
Company/Institutional/Organization 53% 16% 85% 79%
Individual Basic 51% 69% 10% 68%
Student 48% 70% 9% 55%
Retired 40% 58% 10% 43%
Associate 38% 35% 41% 40%
Honorary 28% 35% 15% 31%
Lifetime 27% 33% 9% 36%
Affiliate 23% 24% 19% 27%
International 22% 30% 12% 18%
Young Professional (those new to
17% 26% 3% 19%
the profession/industry)
Multi-year 16% 22% 4% 18%
Academic 15% 18% 8% 17%
Vendor/Supplier 14% 6% 22% 20%
Non-profit 12% 5% 14% 20%
Transitioning student/Recent
12% 19% 1% 12%
graduate
Individual Plus (added benefits to
11% 14% 2% 16%
basic membership)
Group (multiple individuals) 11% 12% 5% 14%
Government/Public sector 10% 7% 13% 12%
Unemployed 7% 10% 3% 7%
Consultant 7% 3% 9% 11%
Online only (paperless) 6% 8% 1% 10%
Military 6% 11% 1% 3%
Family 5% 8% - 3%
Freemium (no-cost membership) 4% 5% 2% 5%
Publications only 3% 3% 2% 4%
Other 10% 12% 9% 10%
y T
he top membership categories are company/ y 7
0% of IMOs and 55% of combination
institutional/organization (53%), individual basic associations offer student memberships.
(51%), and student (48%).
y A
ssociations with an 80%+ renewal rate
y 6
9% of IMOs and 68% of combination associations are significantly more likely to offer a
offer an individual basic membership. company/institutional/organization membership
(60% vs. 38%).
y 8
5% of trade associations offer a company/
institutional/organization membership.

6
cture DUES AND MEMBERSHIP STRUCTURE
What percentage of your members are students?

Association
If you are unsure, check not sure.
STUDENT MEMBERSHIP
Total Individual Combination

(n = 290) (n = 191) (n = 86)
Mean 12% 12% 11%
Median 8% 9% 6%
0% 4% 3% 2%
1% to 10% 56% 52% 63%
20% or more 40% 45% 35%
y On average, 12% of all members are students.
What percentage of your student memberships ultimately convert to

full memberships? Slide the bar to the appropriate percentage.
If you are unsure, check not sure.
PERCENTAGE OF STUDENT TO
FULL MEMBERSHIP CONVERSION
(n = 124) (n = 79) (n = 41)
Mean 26% 29% 22%
Median 12% 15% 9%
0% 4% 1% 2%
1% to 10% 45% 39% 59%
20% or more 51% 60% 39%
y O
n average, 26% of all student memberships y A
ssociations with an 80%+ renewal rate typically
convert to full memberships. convert more student memberships to full
memberships (29% vs. 22%).

SECTION 6
6
SECTION 7
DUES AND MEMBERSHIP STRUCTURE
SECTION 8
What percent of your members are international (outside your

SECTION 9
country)? If you are unsure, check not sure.
SECTION 10
Words of Wisdom
PERCENTAGE OF INTERNATIONAL MEMBERS

(n = 136) (n = 87) (n = 21) (n = 28)
Mean 11% 12% 10% 8%
Median 5% 5% 4% 7%
0% 4% 5% 5% -
1% to 10% 67% 63% 71% 75%
11% to 20% 14% 13% 10% 21%
21% to 30% 8% 9% 10% 4%
31% to 40% 3% 5% - -
41% to 50% 2% 2% - -
51% to 60% 1% 1% - -
61% to 70% - - - -
71% to 80% - - - -
81% to 90% 2% 2% 5% -
91% to 100% - - - -
y 71% of associations report that 10% or fewer members are international.

6
On average, how much are your basic annual membership dues?

Association
Do not put a range. Please answer in USD. You do not need to include the “$” sign.
ANNUAL MEMBERSHIP DUES STRUCTURE

(n = 699) (n = 313) (n = 207) (n = 179)
We have a sliding scale 32% 17% 57% 30%
We have a basic dues price 68% 83% 43% 70%
BASIC ANNUAL MEMBERSHIP DUES

(n = 475) (n = 260) (n = 89) (n = 126)
Under $50 6% 7% 1% 6%
$50 to $99 9% 12% - 11%
$100 to $149 11% 14% 2% 14%
$150 to $199 10% 10% 2% 14%
$200 to $299 18% 20% 8% 20%
$300 to $399 13% 13% 9% 15%
$400 to $499 8% 8% 9% 8%
$500 to $749 11% 9% 24% 7%
$750 to $999 4% 3% 8% 2%
$1000 and over 10% 5% 37% 3%
Mean $3,354 $392 $16,177 $409

Median $258 $222 $598 $215
y O
ver two-thirds (68%) of associations use basic y T
he median basic annual membership dues
dues for their membership structure. are $222 for IMOs and $215 for combination
associations, while trade associations have a
y T
rade associations (57%) are significantly
median dues value of $598.
more likely than IMOs (17%) and combination
associations (30%) to use a sliding scale for y A
ssociations with an 80%+ renewal rate are
membership dues. significantly more likely to have a sliding scale
for membership dues (39% vs. 20%).

SECTION 6
6
SECTION 7
SECTION 8
What percentage of your overall revenue is derived from

SECTION 9
membership dues? If you are unsure, check not sure.
SECTION 10
Words of Wisdom
PERCENTAGE OF REVENUE FROM MEMBERSHIP DUES

(n = 121) (n = 75) (n = 21) (n = 25)
Mean 37% 37% 41% 32%
Median 31% 30% 45% 25%
0% - - - -
1% to 10% 9% 9% 5% 12%
11% to 20% 20% 23% 10% 20%
21% to 30% 19% 19% 14% 24%
31% to 40% 13% 12% 14% 16%
41% to 50% 13% 9% 38% 4%
51% to 60% 12% 11% 10% 16%
61% to 70% 8% 11% 5% 4%
71% to 80% 5% 5% 5% 4%
81% to 90% - - - -
91% to 100% 1% 1% - -
y O
n average, associations derive 37% of their y A
ssociations with a renewal rate of 80%+
revenue from membership dues. receive 38% of their revenue from membership
dues, compared to 34% for those with lower
renewal rates.

6
How often does your association raise membership dues?

Association
MEMBERSHIP DUES INCREASE

(n = 691) (n = 309) (n = 205) (n = 177)
Annually 27% 24% 32% 25%
Every other year 5% 5% 5% 3%
As needed 52% 52% 48% 56%
Other 10% 11% 8% 9%
Never 7% 8% 7% 7%
y M
ore than half of associations (52%) raise y A
ssociations with a lower renewal rate (<80%) are
membership dues as necessary, with another 27% significantly more likely to raise their dues only as
raising them annually. needed (57% vs. 48%).
y A
ssociations with a higher renewal rate (80%+) are y A
ssociations with an 80%+ new member renewal
significantly more likely to raise their dues annually rate are significantly more likely to raise dues
(33% vs. 15%). annually (36% vs. 21%).
What was the average percentage of your last membership dues increase
across all membership categories? If you are unsure, please check not sure.
AVERAGE PERCENTAGE OF INCREASE IN MEMBERSHIP DUES

(n = 465) (n = 211) (n = 132) (n = 122)
Mean 9% 9% 7% 10%
Median 5% 5% 4% 5%
1% to 10% 74% 68% 85% 74%

11% to 20% 18% 24% 9% 16%
21% to 30% 5% 4% 4% 6%
31% to 40% 1% 1% - 1%
41% to 50% 1% 1% 1% -
51% to 60% 1% 1% - 1%
61% to 70% 1% - 1% 2%
71% to 80% - - - -
81% to 90% - - - -
91% to 100% 1% - 1% 2%

SECTION 6
6
SECTION 7
SECTION 8
y T
he average percentage increase in dues for all - T
he average dues increase among
associations is 9%, while the median increase is 5%. associations with lower renewal
SECTION 9
rates (<80%)
is significantly higher than
Thethose with higher
Demographics of Your Association
y K
eeping dues increases under 10% is key to
renewal rates (10% vs. 8%).
generating renewals:
- 8
0% of associations withSECTION
higher10new member
- A
ssociations with a higher renewal rate (80%+) Words of Wisdom
renewal rates (60%+) kept their dues increase
are also significantly more likely to have had a
to 10% or less.
dues increase of 10% or less (80% vs. 61%).
How would you describe your membership dues structure?
MEMBERSHIP DUES STRUCTURE

(n = 688) (n = 307) (n = 204) (n = 177)
Everyone pays the same membership dues 23% 33% 12% 19%
The membership dues are based on certain

attributes (i.e., qualifications, experience, 50% 38% 68% 49%
company size, revenue, geography, etc.)
The membership dues are based on a 13% 13% 9% 16%

tiered structure of increasing benefits
The membership dues are based on

member-selected benefits they want to 1% 1% 2% 2%
receive (a la carte)
Other 13% 15% 9% 14%
y H
alf of all associations (50%) have dues based y IMOs are significantly more likely to require
on certain attributes, such as qualifications, everyone to pay the same dues (33% vs. 12%
experience, company size, revenue, and for trade associations and 19% for combination
geography. associations).
y Basing dues on certain attributes is significantly y A
ssociations with higher renewal rates
more likely for trade associations (68%) than for (80%+) are significantly more likely to use a
IMOs (38%) or combination associations (49%). membership dues structure based on certain
attributes (59% vs. 31%).

6
Within the past five years, has your association adopted or

Association
considered adopting a new membership model?
ADOPTED NEW MEMBERSHIP MODEL IN PAST 5 YEARS

(n = 688) (n = 307) (n = 203) (n = 178)
Yes, my association has adopted a new 19% 18% 18% 20%

membership model
Yes, my association has considered a 32% 36% 26% 34%

new membership model
My association has neither adopted nor
considered adopting a new membership 49% 46% 57% 47%
model
y N
early half of all associations (49%) have y H
owever, tinkering with a membership model
neither adopted nor considered adopting a new may not resolve the problem of lower renewal
membership model within the past five years. rates.
y A
membership decline is often a motivation to - A
mong those with lower renewal rates (<80%),
consider a new membership model. 20% have adopted a new membership model.
- 3
8% of associations experiencing a five-year - H
owever, among associations with a higher
decrease have considered a new membership renewal rate (80%+), only 17% have felt the
model, significantly higher than associations need to adopt a new membership model in
experiencing an increase in membership (29%). the past five years.
y A
dopting a new membership model may give
associations a bump in new members.
- A
ssociations experiencing an increase in new
members are more likely to have adopted a new
model (22% vs. 14% among those whose new
member rate has declined/stayed the same).

SECTION 6
6
SECTION 7
SECTION 8
What type of new membership model(s) has your association

SECTIONadopted?
9
NEW MEMBERSHIP MODELS ADOPTED

SECTION 10
Words of Wisdom
(n = 125) (n = 55) (n = 35) (n = 35)
Tiered 50% 46% 63% 43%
Added special interest (student,

retired, etc.) to existing model 22% 31% 9% 20%
Combination (Adding individual

or organizational membership) 15% 7% 3% 40%
Group 14% 15% 11% 14%
Electronic 4% 6% 3% 3%
Other 22% 22% 26% 20%
y A
mong associations that have adopted a new y IMOs are more likely to add special interest
membership model, a tiered structure has been categories to their model (31% vs. 9% for trade
the most common choice (50%). associations and 20% for combination associations).
What type of new membership model has your association most

considered adopting?
NEW MEMBERSHIP MODELS CONSIDERED

(n = 222) (n = 111) (n = 51) (n = 60)
Tiered 43% 41% 49% 40%
Group 7% 10% 2% 7%
Electronic 1% 1% - 3%
Combination (Adding individual

or organizational membership) 22% 26% 22% 15%
Added special interest (student,

retired, etc.) to existing model 12% 14% 4% 15%
Other 15% 8% 24% 20%
y A
mong associations that have considered y L
arge IMOs (20,000+ members) are significantly
but not adopted a new membership model in more likely to consider a tiered membership
the past five years, 43% considered a tiered model (65% vs. 32%).
membership structure.

rship Structure
7
SECTION 7
ssociation MARKETING TOOLS
What is your organization’s annual marketing budget?
ANNUAL MARKETING BUDGET

(n = 663) (n = 297) (n = 196) (n = 170)
Up to $10,000 30% 24% 36% 34%
$10,001 to $50,000 28% 25% 32% 29%
$50,001 to $100,000 13% 14% 11% 15%
$100,001 to $500,000 18% 21% 15% 17%
More than $500,000 11% 16% 6% 6%
y 5
8% of associations have annual marketing y It is not how much you spend; it is how you
budgets of $50,000 or less. spend it.
y Trade associations and combination - 61% of associations with higher renewal rates
associations are significantly more likely to (80%+) spend no more than $50,000 on
spend $10,000 or less on marketing (36% and marketing; among associations with lower
34%, respectively, vs. 24% for IMOs). renewal rates, that rate is significantly
lower (48%).
- In fact, among associations with lower renewal
rates (<80%), 17% spend more than $500,000,
a rate that significantly exceeds that of
associations with higher renewal rates (8%).
Associations with lower renewal rates are more likely to explore

various methodologies in an effort to boost renewal rates.

SECTION 7
7
SECTION 8
MARKETING
Managing YourTOOLS
Association
SECTION 9
What types of analysis do you use to measure the effectiveness

SECTION 10 of
your membership marketing campaigns? (Check all that apply.)Words of Wisdom
TYPES OF ANALYSIS USED TO MEASURE EFFECTIVENESS OF

MEMBERSHIP MARKETING CAMPAIGNS
(n = 650) (n = 293) (n = 188) (n = 169)
Response rate analysis 54% 57% 52% 51%
Return on Investment (ROI) 35% 41% 29% 33%
A/B split marketing tests 32% 43% 20% 27%
Source code, keycode, or promotion
32% 41% 18% 31%
code capture and analysis
Cost of acquisition 20% 27% 12% 18%
Data mining/modeling 12% 15% 9% 11%
Lifetime value analysis 9% 12% 9% 5%
Computer matchback to prospect database 9% 15% 1% 8%
Net return after servicing costs 7% 6% 8% 10%
Other (please specify) 2% 2% 2% 2%
None 22% 17% 26% 25%
y R
esponse rate analysis (54%) and return to say that they do not do analysis to measure
on investment (ROI) (35%) are the two most effectiveness, a rate significantly higher than
popular ways to analyze the effectiveness of IMOs (17%).
membership marketing campaigns.
y A
ssociations with lower renewal rates are more
y A
/B split marketing tests are significantly more likely to explore various methodologies in an
likely to be used by IMOs than other associations effort to boost renewal rates.
(43% vs. 23%).
- A
ssociations with lower renewal rates (<80%)
y Trade associations (26%) and combination are significantly more likely to list an effective
associations (25%) are significantly more likely analytic methodology (89% vs. 76%).

Structure
ation MARKETING TOOLS
Your Association
Do you divide your membership into different segments for

marketing purposes? If so, which of the following best describes your
approach to segmentation? (Check all that apply.)
TYPES OF SEGMENTS USED FOR MARKETING

(n = 666) (n = 298) (n = 198) (n = 170)
Membership level/type 59% 62% 52% 61%
Demographic-based 36% 45% 25% 35%
Job/occupation-based 31% 35% 25% 30%
Model-driven personas 9% 11% 6% 8%
Other 5% 5% 8% 3%
Our organization does not use 20% 13% 26% 24%
segmentation
y 5
9% of associations use membership level/type y 8
6% of associations with lower renewal rates
segmentation for marketing purposes. (<80%) use some form of segmentation.
y 4
5% of IMOs use demographic-based - T
his is significantly higher than associations
segments, significantly higher than other with higher renewal rates (79%), indicating
associations (30%). that segmentation is a method employed by
associations seeking to boost low renewal rates.
Among associations seeing a five-year increase in membership,

57% use online digital advertising to market their professional
development meetings and programs.

SECTION 7
7
SECTION 8
MARKETING
Managing YourTOOLS
Association
SECTION 9
Please indicate if you use online digital advertising platforms

SECTION 10
(e.g., paid Facebook, LinkedIn, AdRoll ads) to market membership

Words of Wisdom
or
any of the following events/products. (Check all that apply.)
ONLINE DIGITAL ADVERTISING

(n = 535) (n = 250) (n = 144) (n = 141)
Annual conference/trade show 75% 71% 76% 82%
Membership 68% 71% 57% 75%

Professional development
51% 49% 48% 57%
meetings/programs
Webinars 39% 38% 40% 40%
Publications 34% 34% 31% 34%

Volunteer opportunities within your
20% 23% 15% 20%
organization
16% 22% 10% 13%
foundation or PAC
Participation in your mentoring program 9% 11% 7% 9%
Other non-dues product or service
16% 18% 16% 13%
purchases (other than previously checked
y O
nline digital platforms are most commonly y A
mong associations seeing a five-year
used for marketing annual conferences/trade increase in membership, 57% use online
shows (75%) and for marketing membership digital advertising to market their professional
(68%). development meetings and programs.
y C
ombination associations are the most likely to - T
his is significantly higher than among
use online digital advertising to market annual associations experiencing a decrease (47%)
conferences/trade shows (82%). and those remaining the same (40%) over that
same five-year time span.
- In 2018, 88% of trade associations used online
digital advertising to market their annual
conferences/trade shows; this year, that
percentage dropped down to 76%.

Structure
ation MARKETING TOOLS
Your Association
On average, how many emails does a member receive from your

association in any given week?
EMAILS PER WEEK

(n = 625) (n = 279) (n = 184) (n = 162)
0 7% 7% 6% 7%
1 15% 13% 16% 17%
2 25% 24% 26% 27%
3 20% 21% 21% 17%
4 6% 5% 8% 4%
5 13% 13% 10% 14%
6 2% 3% 3% 1%
7 3% 2% 3% 6%
8 3% 3% 3% 2%
9 1% 2% 1% -
10 or more 6% 8% 5% 5%
Mean 4% 4% 4% 4%
Median 3% 3% 3% 3%
y A
ssociations send an average of 4 emails per each sends an average of 4 emails per week
week (median: 3). (median: 3).
y T
here is very little difference among IMOs, trade y 4
8% of associations with a higher renewal rate
associations, and combination associations: (80%+) send no more than 2 emails per week.
Are you using marketing automation to send personalized emails/

content to members, customers, and/or prospects?
MARKETING AUTOMATION

(n = 679) (n = 304) (n = 200) (n = 175)
Yes 55% 59% 54% 50%
No 39% 36% 40% 45%
Not sure 5% 5% 7% 6%
y 5
5% of associations use marketing automation y A
ssociations with lower renewal rates (<80%) are
to send personalized email and content, up six significantly more likely to use automation to send
points from 2018. personalized email and content (66% vs. 53%).

SECTION 7
7
SECTION 8
MARKETING
Managing YourTOOLS
Association
SECTION 9
What association management software (AMS) do you use?

SECTION 10
Words of Wisdom
MOST COMMON ASSOCIATION MANAGEMENT SOFTWARE

(n = 676) (n = 301) (n = 198) (n = 177)
iMIS (ASI-iMIS) 14% 16% 13% 13%
Abila 9% 9% 11% 7%
YourMembership (YM) 6% 6% 6% 7%
SalesForce 5% 6% 6% 4%
Personify 5% 7% 1% 5%
Microsoft Dynamics CRM 4% 3% 4% 5%
Aptify 3% 6% 2% -
Microsoft Excel 2% 1% 4% 3%
ACGI Software 2% 3% 2% 2%
MemberClicks 2% 2% 4% 2%
Home Grown or tailor-made system 2% 3% 3% 1%
Microsoft Access 2% 2% 2% 2%
Impexium 1% 1% 1% 2%
Protech 1% 1% 1% 3%
CiviCRM 1% 1% 1% 2%
Euclid Clear Vantage 1% 0% 1% 2%
Other 30% 27% 32% 32%
We don't use an AMS 9% 9% 9% 9%
y iMIS (ASI-iMIS) and Abila are the most popular y A

bila is significantly more popular among larger
association management software platforms budget associations. 15% of associations with
(14% and 9%, respectively). budgets of $5 million+ use Abila, compared to
5% among those with lower budgets.
y iMIS (ASI-iMIS) is much more popular among
associations with budgets of at least $1 million
(17% vs. 5% among those under $1 million).

8
SECTION 8
ssociation ASSOCIATION DEMOGRAPHICS
What best describes your primary job function?
Membership 45%
CEO/President 14%
Senior Level Executive 12%
Marketing 10%
Executive Director 8%
Communications 3%
Operations 2%
Administration 2%
Sales 1%
Chapter Relations 1%
n = 761
Conventions/Meetings < 1%
y T
he largest percentage of participants is membership
executives (45%). More than one in ten participants is either
Other 4% CEO/President (14%) or a Senior Level Executive (12%). 10%
of participants work in the marketing department.

SECTION 8
8
SECTION 9
DEMOGRAPHICS
SECTION 10
Words of Wisdom
What best describes your association’s industry?
Healthcare 20%
Professional Services (white collar) 15%
Education 12%
Finance/Accounting/Banking 5%
Chamber of Commerce 5%
Professional Services (blue collar) 5%
Building/Construction 4%
Manufacturing 4%
Research/Science 4%
Travel/Hospitality 4%
Engineering 3%
Arts/Cultural/Historical 3%
Real Estate 3%
Energy/Water/Power/Utility 2%
Hobby/Enthusiast/Sports 2%
Government 2%
Retail/Consumer Products 2%
Agriculture 1%
Philanthropic 1%
Automotive 1%
n = 824
Environmental 1%
y Similar to past research, the most represented
Religion 1% industries include health care (20%), white-collar
professional services (15%), and education (12%).
Publishing <1%
Finance/Accounting/Banking, Chambers of
Other <1% Commerce, and blue-collar professional services
each represent 5% of the sample.

8
ation DEMOGRAPHICS
What type of membership offering best describes your organization?
45%
26%
Individual Member Organization (IMO)

Organizational or Trade
Combination (individual and
company/organizational memberships)
n = 824
29%
y Almost
identical to findings from 2018, 45% y Combination associations—those with individual
of participants represent individual member and company/organizational memberships—
organizations (IMOs), while 29% represent constitute 26% of the sample (Combination).
organizational or trade associations (Trade).
How many paid members are in your association?
NUMBER OF PAID INDIVIDUAL MEMBERS

(n = 583) (n = 373) (n = 210)
Up to 1,000 27% 18% 43%
1,001 - 5,000 28% 27% 29%
5,001 - 19,999 23% 26% 18%
20,000 or more 23% 29% 11%
y 29% of IMOs have 20,000 members or more y However, 43% of combination associations
(down from 31% in 2018), while only 18% have have at most 1,000 individual members
up to 1,000 members (up from 13% in 2018). (up from 37% in 2018).

SECTION 8
8
SECTION 9
DEMOGRAPHICS
SECTION 10
Words of Wisdom
NUMBER OF PAID COMPANY/GROUP MEMBERS
Total Trade Combination

(n = 450) (n = 241) (n = 209)
Up to 100 18% 12% 25%
101-499 33% 35% 30%
500+ 49% 52% 45%
y More than half of trade associations have 500 in 2018), and 45% of combination associations
company members or more (52%; down from 59% have more than 500 company members.
How many employees does your association have?
EMPLOYEES (MEDIAN)
Total full-time permanent staff 13 20 11 11
Total temporary or contract staff 1 1 1 1

Total staff in membership 1 1 <1 1
department
y Overall,
the median number of full-time tend to have more full-time staff than trade
permanent staff is 13 per association. IMOs or combination associations (11 each).
EMPLOYEES BY ASSOCIATION SIZE: INDIVIDUAL (MEDIAN)
Up to 1,001 to 5,001 to LT 20,000+

1,000 5,000 20,000
Total temporary or contract staff <1 1 <1 3
Total staff in membership 0 1 2 4
department
EMPLOYEES BY ASSOCIATION SIZE: TRADE (MEDIAN)
Up to 100 101 to LT 500 500+
Total full-time permanent staff 4 6 17

Total temporary or contract staff 1 <1 1
Total staff in membership 0 <1 2
department
Total temporary or contract staff <1 1 <1 3
8
Total staff in membership 0 1 2 4
department
ation DEMOGRAPHICS
EMPLOYEES BY ASSOCIATION SIZE: TRADE (MEDIAN)
Up to 100 101 to LT 500 500+
Total full-time permanent staff 4 6 17

Total temporary or contract staff 1 <1 1
Total staff in membership 0 <1 2
department
y The median number of full-time staff for IMOs y F

or trade associations, the number of full-time
increases as the number of members increases, permanent staff increases with the number
with a low of 3 full-time staff for up to 1,000 of member companies. For associations with
members, to a high of 74 full-time staff for more up to 100 member companies, the median
than 20,000 members. In the membership number of employees is four, while the median
department alone, the number of staff also number of employees for trade associations
increases as the number of members increases. with more than 500 company members is 17.
Similar to IMOs, the number of employees in the
membership department increases with
the number of member companies.
What is your organization’s annual operating budget?
ANNUAL OPERATING BUDGET

(n = (824) (n = 373) (n = 241) (n = 210)
Up to $1 million 24% 20% 29% 27%
$1 million to $4.9 million 38% 32% 42% 43%
$20 million to $50 million 8% 9% 6% 7%
More than $50 million 4% 8% 2% 1%
y Most
of the participating associations have an four in ten trade and combination associations
annual operating budget of up to $5 million have a budget of $1 million to $4.9 million
(62%). One-third of IMOs have a budget of $1 (42% and 43%, respectively).
million to $4.9 million (32%), while more than

ON 9
mographics of Your Association
9
SECTION 9
ON 10
of Wisdom
WORDS OF WISDOM: PARTICIPANT COMMENTS
Describe an acquisition or recruitment strategy that your association has

employed that has been very successful, and/or from which you learned
something valuable. Provide details so that others may learn from your experience.
y Any
kind of promotion or discount has moved membership revenue despite the reduction in
those on the fence to commit. Waive an cost per member (IMO)
enrollment fee, free gift with sign up, limited time y New
in 2019, implementing a digital marketing
offer, get in before the price goes up, etc. (IMO) strategy. We are excited and hopeful these tactics
y Bundled
discounts for new members that allow will help us grow prospects and visibility. (IMO)
them to join late in the membership year and y Our most successful recruitment has been free
automatically renew for the incoming year. This membership for an entire year. We gained 342
gives new members over a year of membership (in 2015) and 443 (in 2014) and have retained
as well as time to become acquainted with the almost 234 (29%) of them to date. It is better
association. (Trade) than any other marketing campaign that we
y Christmas in New Zealand is a quiet time for have done. (IMO)
member activities so from around November/ y Our most successful recruitment is word of
December each year we offer up to 17 months mouth from satisfied customers. We build
membership for the price of 12 months but with relationships with potential members by visiting
no other payment discounts for new joining them on site. (Trade)
members. (IMO)
y Outbound membership calls from a membership
y Digital AdRoll marketing has been a great new service representative and speaking directly to
endeavor. (IMO) the decision maker. (Combination)
y Direct mail campaigns are not as effective as
y Simplify your membership options and sign up
they were even two years ago. Social media process—adding complexity can overwhelm
advertising seems to be much more effective, prospects and make it harder for them to
but we are still experimenting with it. (IMO) engage. (IMO)
y Discount membership for first year, (try us y Texting
has been a recent boon for us. It’s
out) but you have to be extremely careful straightforward, to the point, and low cost.
that you are going to keep them engaged for (Combination)
that year—robust welcome program, valuable
y The
more personal the outreach the better.
benefits and services pointed out to them, and
Handwritten note cards along with a gift or resource
emphasis on free things that they can get with
in the mail have worked very well for us. (Trade)
their membership—not just “in order to save
y We have been very successful in recruiting new
money you have to spend money” (....GIVE them
members from our Trade shows. (Combination)
something first so then they will know that they
can’t live without you) (Combination) y We have had great success with Cyber Monday
discounts on membership. We have also had
y Free
as a strategy has served our membership
very successful campaigns for holiday related
growth quite well. We focus on upgrading to a
products on our merchandise website. (IMO)
paid member type. (Trade)
y We have implemented the use of Salesforce
y Group
membership has been very effective
in our recruitment efforts—the organization of
in capturing a full team of professionals in an
our prospect data has greatly increased the
organization rather than just the managers.
effectiveness of the sales process. (Trade)
This has led to more training and conference
attendance. We haven’t seen an impact on continued on following page

sdom WORDS OF WISDOM
y We
increased FB and LinkedIn ads over the This provides an increase of 2% on average to
year as we were very successful in click through our response rate. (IMO)
rates and increasing membership (IMO) y We
started investing in digital marketing, which
y We
offered a “Black Friday/Cyber Monday” has increased the number of contacts coming
special discount of 20% for our lapsed members. to our sites and increased the contacts creating
We had a very successful response rate. (IMO) accounts with us. We can retarget those who
y We ran a ‘Cyber Week’ deal the last week in visit our site but haven’t converted, which gives
November and secured 4% of our total new the gentle reminder to engage with us. We’ve
membership for the year in that week alone. seen positive results and a good ROI on the
The deal was 15-months of membership for digital marketing spend. (Combination)
the price of 12. The campaign was sent to all
y Word of Mouth and Testimonials are still our
non-members in our database and increased best methods for gaining new members. Our
awareness of our organization and the benefits engagement of the C-level executives means
and resources that we offer. (Trade) that the company’s decision makers and budget
y We
segment our direct response marketing holders are keeping 95% of our memberships
(email and print) to feature “members like me” secure from year to year. We are not a good fit
by segmenting member photos and testimonials for everyone—we accept only those members
to match the recipient’s profile based on gender, who are a good fit and we can truly help in our
age, ethnicity, and other professional factors. marketplace. (Trade)
Describe an engagement or retention strategy that your association has

employed that has been very successful, and/or from which you learned
something valuable. Provide details so that others may learn from your experience.
y Allowing
members in financial need to pay at a y Our
members still tend to like paper mail and
lower category’s rate. No need to apply: anyone sending in checks, so that is still our most
who asks is given the opportunity. (Combination) profitable way to get renewals. (IMO)
y Career
Starter rate for students converting to y Our
research shows that if we can get a new
regular members (1st year only). (IMO) member to an event (education or networking)
y Enlisting
other members to contact lapsed in the first 90 days, they are more likely to
members. (Trade) renew their membership. We have been
working with our chapters to get them to invite
y Handwritten thank-you cards, handwritten
new members to events. (IMO)
welcome cards, personal phone calls, and
visiting member’s business in person. (Trade) y Show
them you care—personally and
professionally! (Trade)
y Multiple touch points (email, cards, phone calls)
with new members in first four months, including y Social
remarketing. Development of an
introducing them to a fellow member. (Trade) engagement metric. (IMO)
y New
Member Onboarding Meeting delivered y Start
the renewal reminders EARLIER (we pushed
via Zoom internationally 1-2 times monthly, and ours back to 4 months out) and extend them two
follow up with video of meeting to registered months after. If our members don’t renew before
participants. We increase new member retention they expire, it takes them about 3 to 4 months to
by 5% year over year. (IMO) finally get around to renewing—we added a “this
is your last issue” magazine envelope as well and
y Offering
bulk invoicing to employers for staff
have seen a nice uptick with that (Combination)
who are members, with a discount of 15% on
programs (IMO)

SECTION 9
SECTION 10
WORDS OFWords
WISDOM
of Wisdom
y We
conduct regular surveys and release the mailed notice. We found that this helped us to
results to the industry, so that members feel that increase retention rate by 4%. (IMO)
they have a “voice” in getting their views out to y Welcome
series highlighting member benefits
the entire industry. (Trade) each month after joining (IMO)
y We
have focused more directly on the “Value of
y When our expiring members were coming to the
Membership,” laying out the benefits and perks end of their grace period, the member services
in our marketing efforts. (Combination) team phoned each member (more than 200) to
y We have started to use Google Adwords to sell remind them to renew—this included overseas
membership, products, and certification. It seems phone calls. We found that people renewed
to work well and the analytics are clear. (IMO) immediately but we also received feedback
y We
have worked to enhance our member on why they hadn’t renewed to that point. The
benefits, offering more services as part of majority of members forgot to renew, and a
membership dues. We’ve also tried to solicit percentage of them had retired or moved away
feedback from members about the benefits from the industry. (IMO)
they actually want from us. Lots of personal y While
I think we all would like to go paperless and
communication back and forth. (Trade) just do engagement or retention via technology,
heard from many lapsed members that
y We paper and phone calls always help. We use
they simply didn’t know it was time to renew. technology all the time to communicate and
As such we changed our renewal strategy to engage members, but the postcards and paper
include more renewal notices and added a invoices sometimes receive more responses. (IMO)
With regard to your association, what keeps you up at night?

y Our
staff is overworked and continuous disruption y Data
issues! We use 4 different systems to
in the industry makes adapting to evolving needs manage our data. Our data practices, until 2 years
of members difficult (Combination) ago, have been abysmal. They are improving but
y A
top struggle is getting current members to we are not able to look at any given member and
fully utilize their member benefits. (Trade) have an entire picture of their membership and
engagement with our organization. (Combination)
y Acquisition and retention new ideas that are
effective (IMO) y Data,
data, data! Accuracy of data. And not
knowing if there has been adequate training
y Another recession (Trade)
and understanding of business rules and how
y Attracting
and maintaining younger
the (new-ish) CRM/AMS operates. (IMO)
professionals and also engaging them to
y Digital
trends and our lack of data driven
become part of leadership. (IMO)
technology. The changing workforce and
y Being
caught between the traditional
determining what the future needs will be for
membership mindset and how we drive
our member base. (Trade)
membership innovation. (IMO)
y Everything!
More specifically—how to build
y Cashflow and lack of growth (IMO)
value so that it’s a no brainer when a member
y Chapters
that go rogue…or don’t utilize the national goes to renew. Also, how can we be more
organization in a way that is good for the entire relevant in what we offer to specific segments—
organization. Social media not kept up-to-date, the more relevant the better the chance of
websites that are not using our branding… (IMO) helping them understand why they need our
y Clean data. (Trade) association to grow, expand. (Combination)
y Competition
and lack of analytics to make data continued on following page
driven decisions. (Combination)

sdom WORDS OF WISDOM
y Helping
others to understand that membership y The
constant challenge of growing membership,
and membership pricing is meaningless if we of connecting with members. Every month when
don’t have a solid value proposition or reason we hit our new member target, it starts all over
for people to join or stay. (IMO) again the next month. (IMO)
y How do we increase non-dues revenue? (IMO) y The
data. We have so many great ideas but our
y How do we retain first-year members? (Combination) database is not centralized, we don’t collect
enough demographics, and we can’t use any of
y IT, IT, IT… (IMO)
it to personalize our messaging. Every great idea
y Keeping
up with technology. Bandwidth to launch
we have ends up stalled because we don’t have
marketing automation, data analytics, etc. (Trade)
the data in place to make it work. (Combination)
y Membership
benefits/programs—how we add

y The future workforce and our ability to meet
more value to increase our memberships.
their wants/needs. (Trade)
Marketing analytics tracking—proving ROI on
y The
plethora of ways members can access
spend through better analytics and tracking.
educational resources at no cost. Technology
Improving website conversions. Content
makes it easy to get instant answers and
marketing (Combination)
educational resources so we have to evolve and
y Membership renewals and retention. It feels
innovate even quicker than before. (Trade)
so out of my control (I can’t force a company to
y Trying
to wrap my head around the cause of our
renew or to join, after all) but so much of what
softening membership numbers. I’m certain that
we do is dependent upon it. (Combination)
the reasons are interwoven and complex, but

y Not having a strategy in place on how the
teasing it out has proven tricky. (IMO)
organization will run. No plan on how to market

y Value proposition. How to properly structure the
to prospective members, new members, or
dues (what they pay in) and the benefits (what
existing members. No process for measuring
they get out) to be in balance. (IMO)
the data we collect for our membership. (Trade)
In your own words, what are the most important or successful lessons you
have learned in the area of membership marketing?
y 1)
Be succinct in your message. 2) Get a member to y C
ontinue to develop member benefits or ways
buy one thing before trying to sell a second thing. to present them differently so they resonate
3) Paid digital advertising works. Learn it. (Trade) with various members and backgrounds.
y Adopt a philosophy of continuous testing. (IMO) (Combination)
y A
lways measure success. If it isn’t working, don’t ocus on solving problems; not selling products
y F
persist with it. Try different strategies until you and services. Leverage the emotional bond
nail it. (Combination) between members and with the association.
Continually improve ROI. (IMO)
y A
ssociations MUST make the investment to
market to their current and future members! (IMO) y I realized this year that we must stay the course
on marketing plans that have worked well in the
y Be willing to test new ideas. Make sure you track
past. We stopped direct mail half way through
everything so you can look back and clearly
the year because of budget constraints after
see whether that campaign drove results and
sending for many years and saw a striking drop
revenue. (Combination)
in processed renewals. (IMO)
y Consistency. Make the member journey
y K
eep telling the members (and non-members)
from acquisition to engagement to renewal
what advocacy work that the Association did this
personalized, relevant, and consistent. (IMO)
last week (Trade)

SECTION 9
SECTION 10
WORDS OFWords
WISDOM
of Wisdom
y L
isten to your members to understand their needs. y U
nderstand your audience. Strategies and tactics
Testing is cheap and easy—use it especially to get that may work for one member/customer at one
leadership buy-in when taking a risk. A marketing organization may not be effective in another, so be
campaign doesn’t need to be perfect—sometimes willing to test (a lot), measure as much as you can,
it’s just the ask that counts. (IMO) and take risks. Fight for membership/marketing
y M
aintain your value proposition at the heart of budgets by explaining the ROI and LTV. (IMO)
everything that you do (Trade) y V
ALUE, VALUE, VALUE!! If you have it, people
y Most members need multiple renewal reminders! will want it. Value has to be real and tangible
(Combination) in a way that people can’t compete without it.
Slick marketing campaigns and playing with
y N
ever stop following up (until they tell you to
the membership model will never work for
stop)! (IMO)
associations with perceived or little value past
y O
n-time (regular) delivery of renewal and
advocacy and meetings. (Trade)
reinstatement efforts, and consistent commitment
e can no longer have a “build it and they will
y W
to new member acquisitions. (Combination)
come” attitude about membership recruitment.
eople mostly do not join because no one has
y P
We overhauled our membership recruitment
explained the benefits and asked them to join.
efforts to meet the prospective member on the
(Combination)
channels of their choice. (IMO)
y Person-to-person, peer-to-peer asking is still the
y W
e have a quite high acquisition rate, our main
most powerful. All the electronic methods reinforce
problem is retention. Many new members join
these tactics, but rarely produce great results on
for the member discount to the conference, they
their own. A good database is a gold mine. (Trade)
may not renew again until the conference is once
y Phone calls still work. (IMO) again in their state. We need to develop more
y S
tarting with the big picture is important. If you effective strategies for retention and engage with
just send one-off emails, you aren’t going to members in many different ways other than just
get anywhere. Each email should be part of a the conference. (Combination)
campaign that takes the prospects on a journey e keep hearing “I didn’t know you did that”
y W
to learn about the association and the ROI one regardless of how strongly we believe we do
step at a time. (Trade) a good job of marketing our associations key
y Test, target, and try it again. (IMO) benefits. (Combination)
y T
hat just because something was tried in the y W
hat worked last year may not be the same
past and failed, doesn’t mean it isn’t worth trying thing that works this year. You always have to
again. Circumstances change, so don’t ever be looking for new ways to reach and engage
discount an idea for that reason. (IMO) members. (Trade)
y T
hat relying on anecdotal data and ad hoc y W
ord of mouth is the most important tool when
recruitment activities does not achieve marketing to potential members. (Trade)
membership growth. (IMO) y Y
ou have to know who you are, what you are
y T
he data we collect from our members has offering, and why it matters to your audience(s)
tremendous value and tells us exactly what we BEFORE you begin marketing. A tactic is only as
are doing good and what we need to improve. good as the overall plan. (Combination)
We should invest in collecting this data and y Y
ou have to market continually. You never know
analyze it. (Combination) when a message will finally trigger a renewal or
y T
hings are changing fast and you have to be able acquisition from an organization that previously
to adapt to ensure you are communicating the seemed uninterested. (Trade)
value of membership in a way that continues to y Y
ou must have a multi-year strategic plan and
resonate and be relevant. (Trade) actively pursue it. (Combination)

4+ million
new members
recruited
120
40 years clients
serving growing currently
associations served
from coast
to coast
$2+ billion
When it comes in lifetime dues
and non-dues
revenue
to membership,
it’s all about 70 staff
the numbers.
in creative, data,
research, production,
and account services
Look at the numbers … then look to MGI.
You have in your hands an incomparable marketing research tool!

Check how your organization compares to the survey results.
If your organization’s numbers could use a boost, there’s only YEARS
one number you really need to know: dial 703.706.0350 and

speak with MGI President Rick Whelan. Or email him at
Rick@MarketingGeneral.com. 625 North Washington Street, Suite 450
Alexandria, Virginia 22314
www.MarketingGeneral.com
Marketing General Incorporated. Results Driven. Time Tested. info@MarketingGeneral.com

The 2019 Membership Marketing Benchmarking Report

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YEARS

Adina Wasserman, PhD

TONY ROSSELL ADINA W. WASSERMAN, PhD MATT KERR, MA

FOR MORE INFORMATION:

800.644.6646 | 703.739.1000 | WWW.MARKETINGGENERAL.COM 3

Everyone working for or engaging with associations can relate to

HOW HAS YOUR INCREASED 45%

Please see page 12 for more detailed information.

4 800.644.6646 | 703.739.1000 | WWW.MARKETINGGENERAL.COM

Why have associations been able to adapt and continue to grow

DO YOU BELIEVE THAT YOUR

SUPPORTS 76% 73% 77% 79%

Please see page 54 for more detailed information.

Here are some of the data underpinning these findings.

HOW INNOVATIVE WOULD YOU CONSIDER YOUR ASSOCIATION?

800.644.6646 | 703.739.1000 | WWW.MARKETINGGENERAL.COM 5

DOES YOUR ORGANIZATION

AND NEW IDEAS?

HOW COMPELLING IS YOUR ASSOCIATION’S

VERY COMPELLING SOMEWHAT NOT VERY NOT AT ALL

TOTAL OF 687 ASSOCIATIONS SURVEYED

6 800.644.6646 | 703.739.1000 | WWW.MARKETINGGENERAL.COM

As one respondent commented: “VALUE, VALUE, VALUE!!

So if innovation and value are so important, how are associations

WHAT TYPE OF NEW MEMBERSHIP MODEL(S)

TOTAL OF 125 ASSOCIATIONS SURVEYED

800.644.6646 | 703.739.1000 | WWW.MARKETINGGENERAL.COM 7

One respondent commented: “Group membership has been very effective

Historically, one membership model that has seen remarkable

WHAT IS THE TOTAL PERCENTAGE

FIVE YEARS? CREA10%

Please see page 15 for MEMBERSHIP

more detailed information.

8 800.644.6646 | 703.739.1000 | WWW.MARKETINGGENERAL.COM

Another developing innovation for associations is the use of

WHICH OF THE FOLLOWING

Facebook Paid Advertising 68 %

800.644.6646 | 703.739.1000 | WWW.MARKETINGGENERAL.COM 9

The other technology-driven development that associations report

WHAT ARE THE MOST SIGNIFICANT

Please see page 52 for more detailed information.

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Finally, some associations are thriving through innovative ways to

WHAT GENERATION GROUP DO YOUR MEMBERS BELONG IN?

10% 36% 29% 20% 6%

BORN 1945 BABY BOOMERS GENERATION X

Please see page 21 for more detailed information.

SO WHAT SHOULD ASSOCIATIONS take away from this

800.644.6646 | 703.739.1000 | WWW.MARKETINGGENERAL.COM 11

atistics ASSOCIATION STATISTICS

MEMBERSHIP CHANGE IN PAST YEAR

hics of Your Association

Associations reporting increases in their five-year membership numbers

12 800.644.6646 | 703.739.1000 | WWW.MARKETINGGENERAL.COM

PERCENTAGE INCREASE IN MEMBERSHIP OVER PAST YEAR

Increased 1% to 5% 59% 63% 60% 50%

PERCENTAGE DECREASE IN MEMBERSHIP OVER PAST YEAR

Total Individual Trade Combination

Decreased 1% to 5% 65% 65% 66% 65%

800.644.6646 | 703.739.1000 | WWW.MARKETINGGENERAL.COM 13

nd Reinstatement (Retention) CHANGE IN MEMBERSHIP OVER PAST FIVE YEARS

Total Individual Trade Combination

 Echoing findings from 2018, the median percentage increase

Echoing findings from 2018, the median percentage increase