Focus on the Future
Association success is dependent upon the support, participation, and retention of current members and recruitment of prospective members. Traditionally, veterinarians routinely joined their state and national associations and membership dues were considered part of the cost of belonging to the profession. A simple mission focused on advancing the profession was viewed as valuable enough to justify a lifetime of membership.
More recently, veterinarians have developed higher expectations of their membership organizations. For many veterinarians, it is no longer sufficient for the association to simply advance a cause or defeat forces that negatively affect the profession. Today’s members demand a more quantifiable return on their investment of dues dollars and they still expect their associations to deliver on their mission of advancing the profession.
Membership dues have become a type of investment for today’s professionals, and the investments that yield lower returns are scrutinized and, in many instances, eliminated. That includes association memberships that do not relate to them personally or provide them with a tangible return on their investment.
There has also been an explosion of local, regional, national, and specialty associations that compete with state associations for limited professional development dollars. Some of these associations have focused their programs and marketing at specific needs of veterinarians (e.g. continuing education). They are often very good at what they do and, as a result, veterinarians sometimes choose the benefits they offer over the mission-driven focus of state associations.
To respond to these trends, associations must continually demonstrate the value they return to their members and communicate that value consistently. Effective membership development does not occur without a membership strategy and the implementation of a membership development plan. There are some key elements that should be considered in the preparation of a membership development plan that is focused on recent graduates. These guidelines help associations set objectives for recruitment and retention, focus on strategies, and develop time lines and budgets for implementation.
I. Establish a Baseline
A. Review and prepare a brief analysis of historical trends
1.What is the percentage of membership by defined age groups
2. Who pays the dues (member or their practice)
3. How have your retention rates been trending with recent graduates
4. When do you tend to lose members (how many years out of school)
B. Assess your true market potential
1.How many practicing veterinarians are prospective members
2. What is the working status of prospective members
3. What are the reasons these prospective members haven’t joined (or have dropped)
C. What can you afford to offer as an incentive for recent graduate membership
1.Discounted membership dues
2. Discounted continuing education
3. Special programs/services targeted at this market segment
D. Identify your competition
1.Which organizations are offering membership, programs and services that compete for limited professional development allowances
2. Are you competing with yourself (regional programs, special services, etc.)
II. Understand the Changing Needs of Your Recent Graduate Members and Prospective Members
A. Use both regular formal research (e.g. surveys) and ongoing informal information gathering to understand your members’ needs and priorities
1.Cost/benefit expectations are increasing
2. Impact of generational issues
3. Impact of gender shifts in the profession
4. Impact of urbanization of veterinary services
B. Understand the profession intimately and constantly scan the external environment so that you can anticipate the needs of your members and anticipate necessary changes
C. Segment your market – different members have different needs, so use your database to help you target your services and programs most productively
1. CE programming designed specifically for recent graduates and/or future practice owners
2. Set aside part of your newsletter to address the specific needs of the segment
3. Use social media and other non-traditional delivery methods to increase the “personal” relationship with your association and within the membership segment
III. Focus on Value
A. Increase the benefit to the member and/or decrease the cost (which increasingly includes consideration of time and travel to participate)
B. Review your internal procedures from the members’ perspective and make adjustments in your programs and services to better meet their changing needs and desires
C. Be sure to stress the benefits of membership; not just the features of your programs or services
D. Develop a cost/benefit analysis that illustrates the value of membership
IV. Create Plan Assumptions
A. What will affect your plan’s success
1.State of the economy
2. Trends in the profession
3. Availability of resources
4. Capacity of your staff
B. Use only goals that are specific, measurable, attainable, have a realistic reach and are time-specific
V. Establish Objectives
A. Set measurable goals for overall membership for the year
1. Retention Strategies
a. All Members
i. Special communications (e.g., a special letter highlighting the association’s accomplishments on their behalf)
ii. Renewal mailings (schedule, themes for cover letters, any special inserts)
iii. Member benefit programs
a. Sponsored programs (e.g. credit card processing, debt collection services, website development)
b. Group discounts (e.g. insurance, buying clubs, chain discounts)
c. Direct services (legal services, advocacy, membership directory, advertising, networking opportunities, continuing education)
b. New members
i. Welcome calls/new member survey
a. Ask your new members about the most important reasons behind their decision to join and find out what motivated them to join when they did
ii. New member kits
a. Give them tools and information they need to take full advantage of their membership
b. Help them get involved in activities that interest them
c. Assert your brand identity
d. Make sure they feel appreciated
e. Offer specials/discounts on their first association CE program, coupons from vendors, etc.
iii. New member networking opportunities (with each other and with established members)
c. Non-Renewing Members
i. telephone follow up to non-renewed members
ii. lapsed member survey
2. Recruitment strategies
a. Start early
i. Get veterinary students involved in your association in a meaningful way
ii. Re-establish the traditional view of the importance of professional association membership
iii. Don’t stop at the sale; consider each new membership as an opportunity to expand your sales force
b. Assume nothing
i. Survey to determine what percentage of your members’ professional development is paid by the practice owners
a. Are your association dues paid directly by the owner
b. Does the practice owner provide a professional development stipend from which their associates may or may not choose membership in your association
c. Are your association dues paid by the individual member
ii. Use focus groups and surveys to assess what factors are most important to veterinarians when making their professional membership decisions
c. Use all available mediums – email, direct mail, recruitment calls, personal visits
d. Leverage practice staff to help you keep your membership data current
VI. Implement the Plan
A. Develop a budget that includes the costs to implement the plan, including printing, postage, and research or consulting fees
B. Create a master schedule that combines all of your membership activities into one chronological activity calendar
C. Drive you message home – keep repeating the message
VII. Evaluate Your Plan
A. Think about how you will track and evaluate the cost/benefit of every membership development activity; build on those that are effective, discontinue those that are not
B. Assess your progress relative to the baseline
In association management, there is a natural tendency to try to be all things to all people. After all, whenever a member calls or emails with a problem, you want to do whatever you can to solve it—even if you can’t! That natural desire to help your members is good. It’s what drives you to provide great customer service and develop relevant, useful benefits. But that desire to help your members solve any of their problems can also get you into trouble.
Remember to focus on your mission and membership development plan. Orient your programs and services around the current needs and anticipated needs of the profession and focus your limited resources on the programs and services that are most relevant and desired. Market your association’s brand and share your successes with your members and prospective members. Everyone wants to belong to a winning team!
Author: Peter Weber, CAE, Former Illinois VMA Executive Director