Category: membership

When last we left the Membership 101 series, you had just gotten a new member and were
busy finding out why she joined so you could focus your marketing and communications efforts around those 2-3 things that matter most to her.

Now that she’s here, you need to welcome her. She knew enough to join, but she doesn’t know what it means to be a member of your association. It’s your job to orient her, help her navigate what the association offers and how it can help her with achieving those important goals and solving those pressing problems, and continue the process of building that ladder of engagement relationship with her.

By “welcome her,” I don’t mean “drop a huge folder of sheets of paper on her desk.” That’s just going to get tossed – well, hopefully, recycled. But if you dump everything on her all at once, it’s overwhelming and she won’t know where to start.

There is a better way:

• Make it personal. Someone who’s not on staff (i.e. another member, aka one of her peers) needs to call her or drop her an email welcoming her and sharing some insight from a member perspective on what membership means and offers. (This, by the way, presents a GREAT opportunity to engage ad hoc/micro-volunteers.)
• Get her started right. What’s the first most important thing she needs to know right away? That should be the SOLE focus of the first communication from staff (well, other than the confirmation of her membership, of course). Related to that…
• Don’t drop everything on her all at once. What does your “welcome to Association XYZ” communication look like? Is it a long list of “member benefits” (too often presented as features and from the association’s perspective) that she’s supposed to plow through? Try introducing one thing at a time with concrete examples of how other members use it, explaining why they like it in their words (testimonials, examples, case studies).
• Benefits not features. “Association XYZ produces the leading annual conference in our field…”? No. “Earn free continuing education credits when you come to our annual conference. We’re excited to feature speakers and topics like:…” Yes!
• Don’t ask her for more money – at least not right away. She just joined – the first thing she hears from you shouldn’t be “now spend MORE with us on our book/webinar/conference/whatever.” She’s still figuring out if her initial investment is going to be worthwhile. Don’t try to get her to sink more money in before she’s even sussed that out. It’s just rude.
• Ask about her. What’s the main reason she joined? You need to know that so you can focus on delivering it to her, and then remind her that you did deliver it when it comes time to renew. What are her most important professional goals for the year? What are the biggest challenges she’s facing? What do you offer that can help her achieve those goals and resolve those challenges? Introduce those things to her first.
• Pay attention. As you’re doing your drip campaign introducing benefits, what does she respond to? Did she ignore your email about your new book but click immediately on a link to a webinar? That gives you some valuable information about what she might be interested in. Oh: and don’t just assume “she likes webinars and hates books.” Maybe it was the topic of the book versus the topic of the webinar. That’s something else you should try to find out.
• Stay in touch. You’re trying to develop a relationship here, one that you want to last over the long term. You don’t do that by ignoring the other party for a year (or, worse, bombarding her with tone-deaf marketing messages about things she’s not interested in), and then asking her for more money. You need to stay in touch on a personal and non-financial basis throughout the year. Ask her how things are going. Check in to see if she has questions. Remind her of what’s included in her membership. Get volunteers to reach out. You know, actually develop an actual relationship as if you’re an actual person and so is she. Then, when that renewal invoice does arrive, her decision will be an easy one, and you’ll have a successful renewal.

Photo by Belinda Fewings on Unsplash

My last membership 101 blog post addressed the question: how do I know when it’s time
to ask a prospect to join my association? 

The answer was: by studying your data. Data can tell you when is the right time to ask, and what you should emphasize in your slate of programs, products, and services when you do ask.

Why does that matter?

Your association no doubt has a long list of member benefits, programs, products, and services you provide. And there’s nothing wrong with that.

But even though your members and prospective members share some common interests, they don’t all want and need exactly the same things. Not all aspects of your value proposition are going to be equally appealing to everyone.

What you need to do is learn what your prospects – and members – are there for, what they’re trying to accomplish, what their most pressing problems are, and then provide that.

Segmentation in your marketing and communications helps you target the right offer to the right person at the right time.

For instance, a prospect who’s just finishing up school might be most interested in your job board and career services. So when you’re pitching her to join – or renew – you’d want to emphasize that.

A mid-career professional might be ready to learn about your certification program, so as you’re describing your member value proposition to her, you’d want to be sure to highlight that.

As I covered in the previous post in this series, a given individual might like to attend webinars, or buy books, or attend face to face events, or volunteer, or support your advocacy efforts, etc.

How do you know what’s most important? Active and passive data collection.

On the active side, you ask questions like:

• What are your most important professional goals?
• What are the biggest persistent problems and challenges you face that you can’t seem to solve on your own?
• Why did you join (or renew)? What were you looking for?
• Are we delivering on that?

On the passive side, track what people do. Remember, what a member says she wants and needs may not align with what she actually does. Tracking behavior is an important reality check on what people say. I might say that I want to eat nutritiously, but if I consistently order the fries rather than the kale salad… Your members are no different.

You have a wonderful, extensive list of member benefits. But most individuals join for 2-3 key things, and those vary from person to person. Your job is to find out what those are  for a given individual and focus your marketing efforts to her around them.

(And now the stick part of the equation: if you constantly promote your list of 15 benefits, and your member is only here for two of them, she might start questioning why she’s paying dues that funds all that stuff she doesn’t use. I’m not saying you NEVER want to share the full list with your members – people’s needs change over time – but be careful about how you do that, and don’t do it in every communication. Constantly promoting stuff she doesn’t use also shows the member that you don’t know her or care about what’s important to her, which is another message you don’t want to be sending.)

Photo by Ryoji Iwata on Unsplash

My last membership 101 post ended:

You continue to do that [make offers] for a few cycles, THEN ask her to marry you, once you both know it’s right.

Which begs the question: how do you know when is the right time to ask?

Data.

If you’ve constructed your ladder of engagement correctly, you started with asking your lead to do something free and easy (maybe signing up for your free e-enewsletter). When she did, you tracked what she clicked on, then offered her a free resource (infographic, webinar, whitepaper) on that topic. When she took you up on that, you offered her something that cost money (another webinar, a resource on the same topic that wasn’t free), which she purchased (hopefully).

By tracking what other new members have done with your association prior to joining, you can estimate how many cycles of offers you need to go through before pitching membership.

By tracking what that particular prospect is responding to (both topic and platform – she might be really interested in leadership OR she might be really interested in infographics OR she might be really interested in both), you can make sure that the additional offers you’re sending her will be appealing.

By combining those two, you can tell when is the right time to ask, and what you should emphasize in your slate of programs, products, and services when you do ask. My next post will explain why that’s important.

Image found at Lesbian News.

Where does the membership relationship start?

It begins with lead generation.

People who might want to become members of your association have to find out that you exist.

Lead generation is first contact (and please tell me that somebody gets the reference in the photo accompanying this post so that I’m not the only nerd out here all by myself).

You are going to have to connect with a bunch of different people in order to find the ones who are the right match. Not everyone is a good candidate for membership.

It’s a lot like dating. To be more precise, online dating.

You need to throw a LOT of winks out there to produce several good online chats to produce a handful of great phone conversations to produce a few amazing dates to find someone you might want to spend a few months – or the rest of your life – with.

If you think of membership merely as a transaction, X dollars for Y services, then yes, you’ll probably have a lot of Mr. Rights. But those relationships will be shallow, without much commitment on either side, and thus easy to walk away from if the situation changes, for instance, if his employer stops paying his dues. “Eh, it was nice to have when it didn’t require anything of me, but now that I have to invest something, forget it.” Churn is the membership association equivalent of a booty call.

I’m urging you to think of membership as a real, deep, two-way, equal relationship. Just because someone is in or aligned with your profession or industry does not automatically mean she’s a good prospect for that type of membership relationship.

She might not be ready for or capable of that level of commitment. He might be looking for solutions to problems that you can’t reasonably provide. She might not really be into you, leading to a relationship that requires more investment of resources to maintain than it’s worth. He might have goals that contradict your mission.

Hold out for Mr. or Ms. Right. You do not want to be a booty call.

How do you do that? That will be the topic of the next post.

Image found here.