Member value proposition is what most new and current members want. Your member value proposition is determined by the beliefs, perspectives and emotional connection of members to the organization, its staff and volunteer leaders. The other side of that coin is how the industry, in general, perceives your organization. If operatives in your industry thought membership in your organization was a great deal, then they would already be members.
Member Communication: inform or influence
This is an area where every organization can improve. The vast majority of stories in your Member Communication fall short of influencing members as the stories mostly inform. The difference is in how a story is written, most of the stories are not written through the window of “what’s in it for the member” and therein we find the rub—this angle is what can cause a member’s perception of value to change for the positive—or the negative.
How to Write Benefit Copy
Just offering a superior member value proposition is not enough. Your organization must clearly communicate your member value proposition in order to attract new members.
- First determine what is being sold. It should be one of 4 things for your Communication: product, event, member recruitment or member retention
- Then determine which feature of membership (from your member benefits web page) the thing being sold is.
- Next determine which buying motive is at play: profit/gain, fear of loss, avoidance of pain, love/affection, comfort/pleasure or pride/prestige. Many times there can be more than one buying motive but pick one for simplicity.
- Now write copy explaining the “what’s in it for the reader,” why they should care and include a call to action statement.
- Last, write the title of the story or promotional copy using one of the following perspectives: shocking, ask a question, offer data, create a value statement or reveal a secret.
Qualitative Focus Group Research
To find out what your current members believe is the member value proposition that they receive in actual dollar numbers you will want to conduct a series of Member ROI Valuation focus group sessions utilizing qualitative research methodology. This is an excellent starting point for boosting your value proposition.
Strategy Mapping Exercise
The strategy mapping exercise is your next step of discovery as you want to compare your organization’s member value proposition to that of competing organizations. This exercise allows leaders to compare with the various competing organizations—those that also compete for membership dollars, mindshare and value perception of people in your industry. Ideally, in contrast to the below example, the lines would not track but rather demonstrate vast differences.
Features Framework Exercise
The third step is to conduct the features of membership framework exercise—first with staff—then with volunteer leaders and overlay the three pieces. This will create visual impact for staff and volunteer leaders as to what is helping and hurting your organization’s member value proposition. The step-by-step “how to” can be found starting on page 88 of The ROI of Membership.
Getting all the Departments in Alignment
Every department at your organization must use new decision filters. The important filter to add is the “decision filter” of how the actions considered will affect positively or negatively the organization’s member value proposition, return on investment, member retention and recruitment. Each department has to align toward making your organization more member-ROI-centric.
The Hard Truth
Accepting change and shifting your organization’s culture is something that will be difficult. Sure, the volunteer leaders and paid staff give the member value proposition idea lip-service and “embrace” the new but when push comes to shove, they fall back into their “non-productive” comfort zones and eschew the necessary change. This is the fulcrum point where you might be currently failing. This is where all the above work becomes mute, meaningless, and a waste of time as the players in your organization thinks they are changing but in reality is only getting ready to get ready. What most people in this situation are really saying is that they agree that others should change but they themselves want to hold on to control because they know better than the others.
Embrace Change Management
If you truly desire to push past the current “failure point” and move into a new era of high-level member value proposition, everyone from the executive director and president to the newest section leader needs to be on-board because membership is everyone’s business. Now here’s the difficult part of the equation, if there are volunteer leaders and or staff pushing back—there is no longer a place for them in the organizational chart. Yes, a staff member that is not willing to play the new game must leave the organization and for the volunteer leaders—they must give up their positions. Are you willing to go to these lengths to grow? Think hard before you answer as you will be held accountable—not by Ed Rigsbee—but by your conscience, integrity and morality.
Ed is the Founder and CEO of the 501(c)(3) non-profit public charity, Cigar PEG Philanthropy through Fun, and president at Rigsbee Research which conducts qualitative member ROI research and consulting for associations and societies. He has been called “the dynamite that broke up our log jam” by association executives—rarely politically correct and almost always provocative—and from a dozen years as a United States Soccer Federation referee, Ed calls it the way he sees it. Exceptional resources at www.rigsbee.com.
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