Membership StrategiesFSAE Annual Conference

July 11th, 2013

Discover the Treasures!

Chuck Ewart, IOM, CCEThe Ewart Grouptheewartgroup.com

Quick Membership Quiz

• How many members do you have right now?• How many members did you have one year ago?• How much money is earmarked for membership

recruitment in your budget?

Membership Quiz

• How much money in your current budget is earmarked for retention?•What is your market penetration?•What was your retention rate last year?•What goal have you set for member

retention this fiscal year?

Membership Quiz

•What does it cost to recruit a new member?•What does it cost your organization to lose

one member?

Membership Quiz

• List your organizations three major competitors:

1.2.3.

The Membership Plan

• Part of your annual Program of Work• Objectives (written)• Action Steps• Measurements• Who’s Responsible

Best Practices

• New employee hire letter states that every staff member is responsible for recruitment of new members and retention of existing members.• Policy statements such “Membership is

Everyone’s Responsibility” are widely understood and accepted, often published on business cards.

Best Practices

• The CEO sets the tone.• A customer service culture is at work.• Employees “own” a problem until it is resolved.• All phone calls returned by day’s end.• All staff is empowered.• Laminated mission statements are carried by all

employees.

Best Practices

• Staff adheres to corporate design standards.• Every staff member has business relationship

with customers.• All interns and temporary workers are

thoroughly trained.• Every interaction with a member is recorded in

the database.

Best Practices

• Staff is trained by professionals in basic customer service techniques.• All staff share in incentives for reaching sales,

retention, and service goals.• Customer service “employees of the month”

receive recognition and cash awards.• Prizes are given for referrals, customer calls, etc.

Understanding the Member of the Future

• Technology has changed everything.• Time is the new currency.• Few memberships will be institutionalized.• The definition of responsiveness has changed

dramatically.• That which is considered unique will be valued.• X’ers & Millennia's think differently.

The Future

• Competition will come from sources other than different membership organizations.• Organizations will need to move from being

service providers to problem solvers.• Organizations will need to become more

memorable to their various constituents.• All effective marketing takes time.

Strategic Membership Audit

• Environmental Scan• How is the changing world affecting your member’s

needs?• What business are you in?• Has your organization adapted to changing member

needs?

Audit

• Core Issues• What is your retention vision?• Are you recruitment or retention focused?• How do you ensure that your organization is recruiting

for keeps and not for just one year?• What is the average lifetime value of a member?

Audit

• Numbers, Trends, Issues• What changes do you expect will affect your

organization over the next three years?• Who are your competitors?• As you analyze your retention rate over the last five

years, what trends emerge? Can you explain the changes?• What key factors affect your retention rate?

Audit

• Membership Satisfaction and Service• How does your chamber identify member

expectations?• How do you gauge member satisfaction?• How do you deal with dissatisfied members?• Are staff and volunteers trained in customer

satisfaction techniques?• How do you track complaints? Who responds?

Audit

• Evaluating Products and Services• How well do you understand your members’

perceived value of the organization?• What programs and services do you currently offer?

Do you have a complete listing? What is your process for developing new programs?• What is included in the base investment?• How have member needs changed?• Do you have a Golden Handcuff?

Audit

• Research• What member information do you keep? How have

you used this information to help meet member’s needs?• What kind of retention research have you conducted

in the last year?• What are some of the key findings?• Do you conduct exit interviews?• How can you be more responsive to needs?

Audit

• Communications• Evaluate how well your communications program

does the following:• Identify needs• Establish contact• Inform• Respond• Involve members

Audit

• Communications• Evaluate the effectiveness of your communication

program regarding:• Timing• Frequency• Format (technology)• Audience / readership• Implementation

Audit

• New and Second-Year Members• How does your chamber encourage recruiting for retention

rather than for only one ear?• Do you track first-year retention rates based on how members

were recruited? Which method is most effective for retention?• What is the retention rate of first-year members? How does this

rate compare to the overall retention rate?

Audit

• New and Second-Year Members• Describe your “high touch” activities aimed at first-year

members.• How do you encourage your first year members to become

active?• What are the top three reasons given by new members for

joining? For dropping?• Why do second-year members retain their membership?

Audit

• Structure• How recently have you evaluated the effectiveness of your

volunteer structure?• Is the Board representative of the rank & file membership? If not,

how do you obtain balanced feedback?• How does the CEO set the tone for retention?• Does your staff understand what business your members are in?

Audit• Structure• How effective is your volunteer membership task force? If you

don’t have one, why not?• What training do you provide for staff and volunteers on

customer service and retention techniques?• How are you addressing volunteer recruitment?• How do you recognize and thank volunteers?

Audit

• Planning for retention• How do you integrate retention into strategic planning?

operational planning?• How do you ensure that all staff and volunteer leaders

understand the importance of retention to the future of the organization?

High Tech / High Touch• Customer Service programs must include “high touch”!

Members want to be touched by the staff and Board.

• Members want to receive articles that a staff person thought may be of interest.

• Members want to be asked how their business is doing and if the organization can do anything to help them.

• Members want to be told that their investment is important to the organization.

The Key…

• Is getting “buy in” on the importance of retention and customer service from all the critical stakeholders… including the Board of Directors and Staff.

The Cost of Member Attrition

• “Most businesses could double their profits if they could reduce their customer loss by just five percent.”

- D. Peppers & M. Rogers

The Cost of Member Attrition

• “For growth to occur, two new members must be recruited to replace one lost member. When a member is retained, growth then occurs with each new recruit.”

• A. Sirkin & M. McDermott

Why Do Members Drop?

• Little things count…

Indifference can kill a member’s enthusiasm!Failure to send material as promised…Failure to return phone calls promptly…Failure to change a members information in the database…Failure to place a member on a requested committee.

Creative Techniques

RETENTION

• Board Involvement• Ambassadors• Customer Call Program• The “Buddy” System

“ROI”

• Gone is the day when a business joins the association because it is the “community thing” to do… there must be a visible return on investment!

Why Should I Give You My $?

• Name five reasons a business should join

• Don’t write down single words• Write the reasons in sentence form

Features vs. Benefits

• Businesses really don’t care what you do… they want to know what the value is to them!• What offers them a competitive advantage?• What are the benefits?

Creative Techniques

NEW MEMBERS:

Formal InvitationMembership ConsultantsSustainable Resources CampaignCorporate ChallengeTelemarketingBoard & Staff

How to Make the Sale

• FEEL, FELT, FOUND

• THAT’S THE VERY REASON WAY!

• THE LOWEST PAID EMPLOYEE

It’s All About Relationships

• Rapport • 90% of the sales process is rapport

• Mirror• Spoken Communication Process

• 55% Body Language• 38% Tonality• 7% The Actual Words We Use

Listen

• God gave us two ears and one mouth… that must have been done for a reason!

• As a talker, we learn absolutely nothing… as a listener, we stand to learn a great deal!

The Sales Call

• The Appointment• Your Attire• The Materials• The Membership Application• The Close

The Close

• Direct Close

• Simply ask for the order when the prospect gives a buying signal.

The Close

• A Deal / Concession Close

• Using this technique gives the prospect the feeling that they are making a smart choice (or saving money or getting more value). Use this technique with phrases like “join today and the Board has authorized me to waive the $25 registration fee”.

The Close

• Trial Offer

• Give your prospect the opportunity to sample programs and services. Offer a 90-day Money Back Guarantee.

The Invitation

• Remember…most businesses do not join the organization because they have never been invited!

The 7 Sales Blunders

• Allowing a prospect to lead the sales process.

• Ask questions• Uncover specific issues / challenges

Sales Blunders

• Not doing your research.

• Talking too much.

• Giving the prospect information that is irrelevant.

Sales Blunders

• Not being prepared.

• Neglecting to ask for the sale.

• Failing to prospect.

Final Thought

• Become member – friendly!

• Make it easy…• To join• To pay• To get involved

Let International Speaker, Chuck Ewart Entertain & Motivate Your Audience!

Seize the Future!

Chuck Ewart, IOM, CCEThe Ewart Group

(864) 582-0541 Office(864) 680-6977 Mobile

theewartgroup.com

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