Transcript ISVMA

Developing a Personal
Relationship with Your Members
Peter S. Weber, MS, CAE
Heartland Veterinary Conference
August 27-28, 2010 in Chicago, IL
The Decision to Join
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Helping people to make membership and participation decisions has
become something that association executives have to do, not
something they like to do, and in many cases it shows in the
symptoms of membership tyranny, which are as follows:
– Membership marketing, volunteer recruitment, participation
solicitations, and even fundraising appeals are done
languidly and robotically, because they are seen as
assembly-line tactics rather than a part of the strategic
mission.
The Decision to Join
– There is little or no appreciation of the fact that people,
not companies or organizations, join volunteer
membership associations. In spite of this, a great deal
of association marketing and promotion is done as
though a company or an organization was making the
decision-wasting resources.
– And then there’s the biggest symptom of them all:
– There is little appreciation or understanding of the
principal theories that affect membership and
participation decision making in the third sector.
The Decision to Join
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Membership recruitment, retention, and participation; volunteer
management; and fundraising are necessary elements for the survival
of voluntary organizations.
Associations are ultimately responsible for whether people join,
participate and volunteer, donate, and otherwise become involved in
associations.
While it is true that individuals make the decision, it falls on
associations to set the table to facilitate that decision. Associations
must influence the variables that control the individual’s decision.
The Decision to Join
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Frequently, the language in an association’s membership promotion
would lead one to believe their audience is another company or
organization. In other words, a lot of emphasis is placed on benefits
and value to the practice.
The value and benefits are directed toward the practice as though the
practice would somehow benefit instead of the individual or individuals
who would be participating.
However…
The Decision to Join
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The motivation and the decision to join or not to join is a personal
choice, particularly as veterinary practice ownership becomes
increasingly corporate.
More behavioral research that uncovers motivations behind decisions
needs to be done.
The Decision to Join –
The Social Capitalism Theory
• Social capitalists argue that citizen participation is at the heart
of democracy and participation in voluntary organizations
provides the mechanisms by which people can communicate
information about their interests, preferences, values, and
needs, and thus improve their communities.
• Social capitalists also believe that participation through
associations is one of the best ways for representative
governments to achieve political and social integration of its
citizens.
• Think for a moment about voter participation in local, state and
federal elections. Now ask if the Social Capitalism Theory can
stand on its own as a strategy for member participation.
The Decision to Join –
The Rational Choice Theory
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For the most intense rational choice thinkers, the decision to join is a
cost-benefit analysis, zero-sum game theory.
People make self-serving decisions to join and participate simply on
the basis of the cost-benefit ratio or in response to selective
incentives.
Mancur Olson’s theory of collective action (1965) is widely accepted
as the rational choice model for looking at group participation.
Olson’s theory predicts that — all else equal — individuals will be
more likely to join small groups organized for narrow purposes than
larger groups organized for general purposes.
The Decision to Join –
The Rational Choice Theory
• It is reasonable to infer that Olson’s theory is demonstrated
through the growth in the number of, and participation in,
specialty veterinary organizations.
• Olson’s theory is also used to describe the phenomenon of
people not joining when there is every reason they should join.
• In reality, many decide not to join based upon an economic,
cost-benefit calculation; knowing others will pay the fare, and
the critical work will get done without them.
• These “free riders,” as Olson calls them, can be persuaded to
join and participate only through peer pressure or incentives,
which must be continually increased to be effective.
The Decision to Join
• The effort to explore the universe of the people who are not
members is of utmost interest, since for most associations
penetration into the population of non-members would relieve
substantial stress on stretched budgets.
• Many social capitalist theorists would blame non-membership
on a disconnect between individuals and the importance of
organized representation to protect their common interests.
• Many rational choice proponents would blame nonmembership on free riders and/or failures of associations to
offer a range of selective incentives, personal material rewards,
coercions, and other motivations.
The Decision to Join
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Regardless of who joins, when, where, what, and how often, the
decision to join an association is not like a demographic or
psychographic characteristic that can be easily modeled or found in a
beehive or cohort cluster of prospects with similar interests,
backgrounds, or tastes. Associations have to root out the motivation,
individual by individual, and be there with the proper message and
medium when the prospect is ready.
Perhaps one-to-one marketing — a practice that holds promise for
associations — will in the end be the factor that helps voluntary
organizations grab hold of a demographic profile in flux while
mitigating the demise of the “traditional” member and facilitating the
emergence of the “new” member.
The ISVMA Membership Experience
• In November 2003, the ISVMA had 1220 veterinarian members
and a largely disconnected and unorganized student
membership. Veterinarian annual dues were $180.
• Today, ISVMA has more than 2250 veterinarian members,
nearly 100 CVT members and 450 active student members.
Veterinarian annual dues are now $260.
• Despite the outstanding growth, there are still nearly 1000 nonmember veterinarians and 400 non-member CVTs in the state.
• If these prospects joined the association, it would relieve all
budget stress and result in more meaningful programs and
services available to the profession through ISVMA.
Developing a Personal Membership
Strategy
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Consider the number of responsibilities that your members and
member prospects juggle on a daily basis. Joining a professional
organization may not be one of their top priorities. After all, what
veterinary professional has time for more meetings and activities?
Associations must explain how that kind of thinking can cause
veterinary professionals to miss out on the numerous benefits that
membership in a professional association offers.
They will make valuable professional contacts and gain access to a
wealth of useful information.
The Basic Benefits of Membership
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Although each organization has its own unique advantages, most
professional associations offer some or all of the following basic
benefits:
The Basic Benefits of Membership
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Exclusive online resources. The Web sites of most professional
associations have "members-only" sections that provide access to a
variety of databases and message boards, as well as listserve
subscriptions so that you can be notified via e-mail about upcoming
events and special activities that may not be open to the general
public. Some sites feature content on a variety of topics, such as
running a business, advancing your career or boosting your
technology expertise.
Networking opportunities. When you join a professional organization,
you'll deepen existing business relationships and make new contacts
on a regular basis. Such networking goes beyond the exchange of
business cards - as you attend periodic meetings, become active on a
committee or take a prominent leadership role, you'll forge lasting ties
with others who have common professional interests and similar
business concerns.
The Basic Benefits of Membership
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Education. Many professional associations offer their members the
chance to update their knowledge of business and trade basics or
acquire new skills through seminars, workshops, break-out sessions
at conferences and online courses. Typical subject matter can run the
gamut from tax tips and small business financing to advice about
hiring and staff management.
Free or discounted publications. Membership in many groups includes
a free subscription to the organization's magazine. Some associations
also offer their members free publications and discounts on CDs,
journals, videos/DVDs and other materials.
Conferences and seminars. Members are often given priority
registration for their organization's convention and may receive
discounts on conference fees or special rates on related expenses,
such as hotel reservations and car rentals.
Beyond the Basics
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Depending on the organization, there are likely additional benefits
beyond those listed above.
Support system. Members of professional associations can often take
advantage of formal coaching or mentoring relationships with more
experienced professionals who provide guidance and useful insights.
Such relationships can be a source of answers and solutions when
you're facing a challenging situation in your business.
Beyond the Basics
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Political clout. Most state veterinary associations have committees to
track federal and state legislative developments that could have an
impact on their profession. These associations have a significant
political presence that far exceeds that of individual members. Joining
this type of professional organization enables members to tap into the
group's political influence and resources.
Beyond the Basics
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Civic leadership. As an individual professional, you may not have the
time or resources to sponsor a charitable event, partner with an
educational institution or otherwise participate in community activities.
But if your professional organization is active in civic and philanthropic
ventures, you can become involved in many worthwhile projects.
Joining a professional organization is beneficial for professional
development and the future of the professional’s business. The
connections they will make, the resources made available to them and
the ideas and advice they will discover represent an outstanding
return on what amounts to a modest, manageable investment of time,
money and effort. It could turn out to be one of the best things they
could do for themselves and their business.
Proven Ways to Grow Your
Membership
• Establish and focus on the structural foundations that support a
growing membership marketing program in your association.
• The following are sometimes overlooked strategies that have a
big impact on whether your membership is growing or not:
• 1. Make recruiting new members a priority. You cannot retain
your way to growth. No matter how effective your retention
program is, members will still leave your association, so
building a thriving membership acquisition program is
fundamental. Survey results in the 2010 Membership
Marketing Benchmarking Report* indicate that associations
that put a higher priority on acquisition than retention are more
likely to be growing their membership numbers.
Proven Ways to Grow Your
Membership
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2. Do not reinvent the membership marketing wheel. Every
organization has unique challenges, but that does not mean that timetested membership marketing strategies and tactics do not apply. Take
time to understand and use the best practices that have grown
membership for hundreds of associations over the years.
If you'd like more on membership retention, I would recommend the
following resources:
 The Decision to Join: How Individuals Determine Value and Why
They Choose to Belong, by James Dalton and Monica Dignam
 2010 Membership Marketing Benchmarking Report, by Marketing
General, Inc.
 Membership Essentials, by Sheri Jacobs, CAE, et. al.
Proven Ways to Grow Your
Membership
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3. Give membership marketing adequate funding. A member
generates a predictable dues income stream over time for an
association: For example, an association that charges $200 a year in
dues and maintains an 85 percent renewal rate will hold onto a
member for an average of 6.66 years and receive $1,332 in lifetime
dues revenue alone. How much would you spend to receive a $1,332
income stream? Fund your membership marketing with a view toward
the lifetime value of a member.
4. Build your awareness of prospects by obtaining opt-ins. Some
associations have adopted a concept that can be called "trading
content for contact," offering a free article download or e-newsletter
subscription in exchange for granting permission for further
communications. These opt-ins are prime prospects for membership
and can provide a high-response complement to outside list rentals.
Proven Ways to Grow Your
Membership
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5. Engage new members by encouraging a second interaction. Survey
data indicate that the more personal your follow-up interactions are
with a new member, the more likely that member is to renew. Another
key is to encourage additional interactions between the new member
and your organization. Eliciting almost any interaction from a new
member, from having them complete a survey to simple phone
contact, increases the likelihood of renewal.
Proven Ways to Grow Your
Membership
• In the 2010 Marketing Benchmark Report, by Marketing
General, Inc. (http://www.marketinggeneral.com/), a personal
approach to new members revealed the top 10 methods:
1. Mailed Welcome Kit
2. Email Welcome
3. Membership Card or Certificate
4. Volunteer or Staff Welcome Call
5. Invite to Chapter Meeting
6. New Member Survey
7. In Person New Member Reception
8. Special Discounts on purchases
9. Custom New Member Email Follow-Up
10. New Member Newsletter
Proven Ways to Grow Your
Membership
* Continual renewal contacts and services may improve renewal rates.
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The data appears to indicate that organizations that stop their renewal
process earlier are more likely to have membership renewal rates
under 80%. However, those that continue in their efforts to renew
members are more likely to have membership renewal rates over
80%.
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In fact, those who say that they “don’t stop contact” are 83% more
likely to be in this higher renewal grouping than those who stop
contact earlier.
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As mentioned, the above data are key-pionts of some of the data
contained within the report. Visit the Marketing General Inc. website to
download your full copy of the report.
Proven Ways to Grow Your
Membership
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6. Deploy multiple channels and higher frequency of contacts to renew
members. The days when three renewal notices got the job done are
over. A renewal system today should include mail, email, and phone,
with a total of 10 or more renewal contacts to achieve optimum
returns.
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7. Track and measure every membership marketing activity. All the
right membership marketing in the world will not make a difference
without tracking. Even with well-run programs, the variance in results
between the best and the worst marketing effort can be 1,000 percent
or more, depending on timing, copy, lists, offers, and marketing
channels. Carefully measuring results allows the proper allocation of
marketing funds and best return for each dollar spent.
Proven Ways to Grow Your
Membership
• The Marketing General, Inc. benchmarking report also indicated that,
despite the economy, 46% of the associations reported that they have
seen their total membership grow with 54% of this growth contributed
to new members.
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Direct mail has been found to be the most effective channel for
recruiting members with a listing/ranking of the most effective as:
1. Direct Mail 46%
2. Member get a Member and WOMM 32%
3. Email 24%
4. Promotion at Own Conference 15%
5. Personal Sales 11%
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Of note also is that associations who use direct mail as a recruitment
channel also are more likely to report membership renewal rates of
over 80% compared to those who do not.
Personalize and Engage
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It has been discussed that there are many different ways to motivate a
potential member to join. But if there is one thing that I have learned in
my 22 year association career, it is that membership recruitment and
retention is made much easier if you can get a person to become
involved.
Getting involved means different things to different people. We all
have our individual levels of comfort and areas of confidence. Some
ways that you can get your members and member prospects involved
include:
– Answering surveys
– Participating in your grassroots political network and celebrating wins (see
handout 2 – esource_vii_23 and handout 1 – esource_viii_3).
– Attending seminars or programs
– Serving on committees or task forces
– Mentoring (or being mentored)
Personalize and Engage
– Serve as a quick and important source of useful information (see handout
4 – esource_vii_19).
– Communicate the important of organized veterinary medicine with new
veterinary students as early as possible (see handout 5 – Why Do You
Belong).
– Personally communicate with new members (see above).
– Offer “Family Friendly” events for younger veterinarians with families (see
handout 6 - Hockey Night).
– Facilitate targeted networking opportunities (e.g. new graduate discussion
after one year to share experiences, frustrations, ideas, etc. with people
that can relate; or a practice ownership workshop for graduates 5-10 years
out of school).
– Have an open nominations and election process that allows every member
a voice in your leadership (see handout 7 - Nominations Form and
handout 8 - Region VII Ballot handout).
Plan, Plan, Plan
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Planning is vital to the success of association membership recruitment
and retention.
– See “Handout 9 -Development Plan” and “Handout 10 - ISVMA Member
Focus”.
Important to Remember
• Your association cannot do everything for
everyone.
• However, your association is something
different to everyone.