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MemberWise - The Member Value 2025 Project

© 2018 MemberWise Network

The Member Value 2025 Project#MV2025

Official Partners:


2 © 2018 MemberWise Network

Silverbear is delighted to partner with The Member Value 2025 project – a seminal resource which addresses the evolution of 21st century membership requirements. It presents a major opportunity for membership organisations and associations to evaluate and meet the needs of their current and prospective members, offering meaningful value and enhancing affinity for their organisations.

Member Value 2025 aligns with Silverbear’s purpose of liberating membership organisations and associations by working with a continual focus on outcomes and providing the technology to make this happen. It offers useful mechanisms for optimising member engagement, retention and acquisition. As a result, the membership community can articulate and future-proof the value of its membership propositions with increased confidence.

Carl Grieves Managing Director, Silverbear

We are excited to partner with MemberWise for the ground-breaking Member Value 2025 project which seeks to both explain member value as a concept and support the MemberWise community in providing this value to their members. The competition for user attention and audience mindshare has never been fiercer; it is essential that organisations can demonstrate real value to their target audience.

As a digital agency specialising in delivering websites, apps and digital strategies for membership organisations, we recognise this project as vital to the future of the sector. Digital solutions that prioritise member value and engage effectively are essential to attract new members, deepen relationships, improve retention rates, and increase revenue per member. These factors are critical to delivering superior financial and operational performance.

Lee Adams Managing Director & Co-Founder, Cantarus

1. Key findings

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The Member Value 2025 Project

Introducing Member Value 4

The Value of Members to Membership Organisations and Associations 7

Member Engagement and Value – The Discovery of a Mismatch 8

Why have we not focused on member value until now? 9

What benefits can we expect if we focus on improving member value? 11

The Link between Member Engagement and Member Value 12

How to Generate Member Value 13

How to Communicate Member Value 14

How to Review Current Member Value 18

How to Measure Member Value 19

Delivering Member Value to meet 21st Century Member Requirements 20

Member Value Optimisation Process 25

Further Help and Support 26

Sources and Contributors 27

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Introducing Member Value

The Member Value 2025 Project was initiated to help membership organisations and associations take a more structured and practical approach to delivering and being able to communicate enhanced member value and relevance.

This activity can be actioned as a dedicated project or incrementally (based on the time and resource available).

We will then investigate generational changes and the impact this is likely to have on future member value, engagement, retention and new member acquisition when in 2025 the Millennial generation (Generation Y) will account for 75% of the UK workforce.

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Let’s start with two core assumptions:1) That membership organisations and associations wish to provide members (individual and/or organisational) with value in return for a regular subscription fee and that:

a) If ‘Perceived Member Value’ can be clearly communicated, there is a stronger likelihood of engagement/participation from existing members and increased new member acquisition.

b) If ‘Actual Member Value’ can be clearly demonstrated, there is a stronger likelihood of engagement, participation, renewal and potential transition to advocate status.

2) That value is delivered via member benefits tangible/intangible and these will deliver positive outcomes for the individual member and/or membership as a whole.

Note: Please visit the Member Value and Engagement Hub for a full list of positive member outcomes: www.memberwise.org.uk/hub

The converse is also true. If perceived or actual member value is low, or is not delivered, this will almost certainly have a negative impact on the number of new members acquired, member retention and referral rates.

There are some exceptions to this rule as with organisations having to deliver on requirements not linked to the benefit of the member, eg regulatory bodies protecting the interests of the general public.

It’s helpful to visualise the way members perceive value (tangible and intangible) and this is often calculated subconsciously by members via the following simple equation:

MEMBER VALUE = MEMBER BENEFITS – THE COST (time/effort/financial/

opportunity cost)

The components of this calculation will almost certainly change based on the generational changes we will explore later in this resource.

Please visit the Member Value and Engagement Hub for the latest thinking on this evolving calculation:

www.memberwise.org.uk/hub



Key Definitions Perceived Member Value - The value existing members feel they receive from access to the benefits and services of membership and/or being able to participate.

This may be different from Actual Member Value as members may forget or not recognise (without it being pointed out, hence the potential value of Member Benefit Statements) every element of value they benefit from during the course of a year or more that will be introduced later in this resource).

Anticipated Member Value - The value an existing or potential member perceives they will experience from membership.

This will only extend to the benefits and opportunities they are aware of, and will also be influenced by misunderstandings or misinformation that reduces the benefit, or increases the costs, in the eyes of the member/potential member. It is a key component of marketing to attract new members and in encouraging existing members to renew membership.

Actual Member Value - The value an existing member actually receives from membership; this would typically include elements such as feeling part of a community, the prestige of membership, CPD, networking, room hire, third-party benefits/discounts, increased employability, etc.

It is likely that this should be clearly and regularly communicated to ensure members fully appreciate all aspects of the value delivered to them.

*Benefits may be tangible or intangible and free, discounted or paid for.

The requirement to generate member value will intensify over the next decade due to changes in a range of internal, external, demographic and social factors (outlined in this resource). Member value will transition from something that is desired to something that is expected by members. If the expectation of member value is not met there will be major future implications on member recruitment, retention, engagement, participation and growth.

We hope this resource helps membership organisations and associations to initiate the process of enhancing member value and would like to thank Silverbear and Cantarus for partnering with the MemberWise Network to deliver this resource.

Further member value-focused best practice information and advice can be accessed via our dedicated Member Value and Engagement Hub: www.memberwise.org.uk/hub

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The Value of Members to Membership Organisations and Associations

Although this resource focuses on member value it is useful to consider the value of members to membership organisations and associations.

Key DefinitionMember Lifetime Value (MLV) - A prediction of the value a membership organisation or association will derive from the entire relationship with the member.

Membership organisations and associations should consider using MLV when compiling formal plans and proposals for new or improved member services. It provides a much clearer picture on the value of proposed future activity compared to more basic estimations.

Example: Institute X is creating a proposal for the delivery of a new website. It is believed that the benefit will be an increase in new member acquisition (100 new members per year) and member retention (50 members per year). It is calculated that members stay for approximately eight years and pay £300 per year in membership fees.

The calculation would therefore be: Recruitment: 100 x £300 x 8 = £240,000 Retention: 50 x £300 x 8 = £120,000 The extra value to the membership organisation will be £360,000 (minus any costs) over eight years.

Note: This calculation is a crude financial measure. It can be made more sophisticated if you factor in further variables, eg annual fee increases, event fees and membership upgrades, and advocacy.

You can also work out the non-financial value of members as advocates for your organisation, eg recommending membership to others or being in positions of influence that may help you achieve your mission.

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Member Engagement and Value – The Discovery of a Mismatch

In 2017, the UK membership and association sector rated member engagement as more of a priority than new member acquisition for the first time in recent years. At the same time, however, the topic area was seen as a big challenge. In response, MemberWise delivered the Member Engagement Hub and Toolkit – a dedicated and free-to-access resource advocating a more structured approach to the review, planning, delivery, evaluation and measurement of member engagement. Find out more on the Value and Engagement Hub: www.memberwise.org.uk/hub The toolkit (downloaded more than 5,000 times) advocates a more structured (evidence-based and thus quality-assured) approach that now enables membership organisations and associations to deliver significant improvements in member engagement.

In tandem, the membership and association sector employed a growing movement of member engagement professionals (working at all levels to champion robust member engagement) and organisations are now regularly featuring the topic of member engagement and participation in key strategic and operational reviews, plans and proposals.

In the light of these seismic improvements, the MemberWise Network has, however, observed a mismatch with member value. This mismatch needs to be addressed now.

Although the majority of membership organisations and associations report improvements in member engagement, only 40% are reporting similar improvements in perceived member value*.

In real terms, the sum of member value needs to exceed the cost for an individual or organisation in order to become engaged and at present there is a mismatch. This is compounded by many membership organisations and associations finding member value difficult to articulate.

This is a serious issue for membership organisations and associations because member engagement relies on the effective delivery of perceived and actual member value.

If this doesn’t improve, or does not occur at all, this will have a knock-on effect to member retention, recruitment, participation and growth.

If it is improved it will have a positive impact on return on investment (ROI) and the above. *MemberWise Digital Excellence 2017/18 Survey Summary Report

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Why have we not focused on member value until now?

The current membership climate is challenging and many organisations are increasing their perceived and actual member value via a range of member benefit-focused development projects. However, an increased focus is required on the topic of member value, particularly with the observed mismatch.

Reality check: Many organisations are starting to see their membership numbers flatline and in some cases, where value and relevance has not been demonstrated, they are seeing a decline.

This requires attention now!

It is useful for us to establish why member value has become more important and why organisations have not yet optimised this critical area (alongside member engagement).

The lack of attention is due to a number of internal and external pressures, according to our observations and experience with membership organisations and associations.

Internal Pressures• Member value is a fundamental part of new member acquisition and existing

member retention, however as a topic it has fallen behind.• Member engagement has been prioritised, but value has not.• The link between member engagement and value has not been considered.• The tracking and measurement of member value has not yet taken place on a

wide scale.• Many organisations are using, at best, crude indicators/measures of member

satisfaction.• Member value propositions have historically not been clearly articulated and

communicated.• Some organisations are not actually delivering what they are marketing as

member benefits.• Many organisations still have working practices in place that are focused on

transactions rather than deepening relationships, emotional attachment and loyalty.• The role and importance of intangible member value is sometimes overlooked,

eg emotions.• Many organisations are not structured to address cross-department value and

engagement issues, eg operating in silos.• Budgets to enable the delivery of expected online expectations are often inadequate.

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External Pressures• In recent years there has been a general increase in member expectations

(online and offline).• Members’ online and offline expectations have become more sophisticated.• Younger members expect more tangible value (online and offline) in return for

their subscription fee, ie 'what's in it for me?' (WIFM).• An emerging ‘pay and play’ culture is challenging the way people access

previously subscription-only based products and services.• The adoption of new technologies to enable enhanced engagement and value

has been comparatively slow compared with the commercial world.• If a prospective member doesn’t see perceived value they will not join.• In the current economic climate if membership is not valued it will be

cancelled.• Dissatisfaction can be more publicly shared via online social media (potentially

impacting on other member behaviour or perceptions).• Older members who would previously ‘simply belong’ are retiring/dying.• Member participation levels have remained low (typically 10% or less).• Employers are not as willing to give employees time off to participate, eg

committee membership.

If these internal and external issues are addressed they will put the organisation in a much better position to enhance member value.

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What benefits can we expect if we focus on improving member value?

An improvement in perceived and actual member value can bring about many benefits including

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1. Well-articulated and communicated member value aids new member acquisition.

2. Clearly communicating demonstrable member value aids existing member retention.

3. A high perception of value will increase the propensity for members to participate.

4. The delivery of actual value will contribute directly toward a more loyal membership.

5. Actual value may increase the propensity for members to become advocates.

6. There will be an increased perception of value for money in return for membership.

7. There may be a wider propensity to increase membership fees in the future.

8. Demonstrating value will contribute directly to overall credibility/influence.

You may not be surprised to learn that some of the above benefits align with the benefits of improved or enhanced member engagement.

Please see the Member Value and Engagement Hub for more information: www.memberwise.org.uk/hub



The Relationship Between Member Engagement and Member Value

The relationship between member value and member engagement is strong. However, member value has not received the priority it deserves. As mentioned earlier, if member value can be clearly communicated to non-members, there is a stronger likelihood that they will join. If member value is demonstrated to existing members, there is a stronger likelihood they will engage and/or renew. Member value can also be self-served (and in some cases amplified) if appropriate opportunities are made available to members who have reached advocate status, eg a membership referral scheme. By advocate status we mean individuals or organisations that wholeheartedly understand, participate and believe in the organisation and its member value proposition.

These members will actually create member value by being able to outwardly advocate and endorse membership independent of the organisation. A Fellow, for example, may deliver a presentation to students about the organisation or a related topic). Actual Member Value will be generated for the Fellow and perceived Member Value will be generated for an entire cohort of prospective members.

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How to generate Member Value

If membership organisations and associations understand what drives value for members they will be in a better position to consider their respective member value propositions, member benefit statement and member benefit offering. If you are not yet aware of the key member value drivers for your own members you should consider conducting research to provide qualitative and quantitative feedback to focus your member value development. You should also consider conducting a Member Value Review (see Section 9). In this section we will investigate how membership organisations and associations can generate tangible and intangible member value.

Member value is ordinarily driven by the delivery of three key outputs:

1. To provide comprehensive help and support.

2. To be a strong and influential collective voice.

3. To provide or promote enhanced status.

Membership organisations and associations also generate value in tandem linked to the benefits of advocacy, eg a new member being recruited following a recommendation by an existing member.

These overarching roles guide the organisation to offer a range of tangible and intangible value drivers. A full list of over 28 distinct value drivers is located on the Member Value and Engagement Hub. Visit www.memberwise.org.uk/hub

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How to Communicate Member Value

It is widely recognised that value should be clearly articulated. This can be done via the effective creation (and awareness raising) of a clear Member Value Proposition (MVP) and Member Value Statement (MVS). In this section we provide you with a suggested format and ways to promote this more structured approach to member value.

Key DefinitionsMember Value Proposition (MVP) – The rationale for members to join, belong, renew and participate.

Member Benefit Statement (MBS) – A short summary of the member benefits (products/services) provided by a membership organisation or association. Member Value Statement (MVS) – A short summary of the value gained from membership (ordinarily communicated on an annual basis).

It is important for membership organisations and associations to clearly and concisely communicate the value of membership and this can be done via a Member Value Proposition (MVP) statement. The result will be a clear understanding by prospective members as to why they should choose to join, and for existing members about why they should choose to stay. Many organisations still do not have this statement articulated or fail to regularly communicate it to current and prospective members.

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In an attempt to increase the number of organisations using member value propositions to bolster current and future membership, we have listed 10 key steps to create an MVP statement below:

1. Ensure there is agreement on the importance of this from the top down.

2. Create a cross-department/function member value and engagement working group (with a named and accountable champion).

3. Agree on your key member segments, groups, personas or audiences.

4. Determine the key issues and concerns for these audiences and consider potential competitors.

5. Create a draft MVP statement that addresses these concerns.

6. Ensure an MBS underpins the MVP statement.

7. Ensure the MVP statement aligns with strategic planning and operational delivery.

8. Circulate the draft to committees, cross-organisation group and leadership team for sign-off.

9. Create and implement a launch plan (communications/marketing/publications).

10. Regularly review and request feedback from key stakeholders and members.

Note: An MBS can be bolstered if facts and figures are included. The above steps assume that the value proposition is fit for purpose. If it is not, a Member Value Review (MVR) should be conducted in the first instance (see section 9).

Before creating the MVP statement the cross-organisation group must agree the statement should:• be clear and concise (avoid jargon and hype)• be accurate and truthful• be inclusive (consider all membership grades/categories)• be simple to understand (in no more than ten seconds)• communicate why a non-member should join or an existing member should

renew• in the presence of competition, outline why your offering is different or better.

The MVP statement should contain the following elements:a. Headline Statement – An attention-grabbing headline that articulates the end

benefit of membershipb. Member Value Explanation – What is offered, why it is offered and for whomc. An MBS (three or four key features or benefits of membership)d. A link to further information



Call to actionConduct an elevator pitch activity with a colleague and see if you can articulate your organisation’s member value proposition in under 10 seconds. Once your MVP has been created and quality assured you need to take it to market.

The proposition should underpin membership marketing collateral, feature on your website, be promoted to all new starters and feature as an item on regular membership-focused staff or committee meeting agendas. The MVP should be reviewed annually to ensure it remains targeted and relevant.

An example of a model MVP can be found on the Member Value and Engagement Hub:

Visit www.memberwise.org.uk/hub

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Member Value Statements (MVS)A growing number of membership organisations and associations are now going further than articulating the MVP (what value members will receive) and they are providing Member Value Statements (MVS) – what value members have received. This trend started in the United States a number of years ago and typically statements communicate benefits accessed and savings made during the subscription period. These are typically communicated via email, online social media or websites. Typically MVS are communicated in the run up to the membership renewals period. They remind members of the actual member value derived, bring positive member outcomes front of mind, contribute towards member engagement and should increase the chances of successful renewal.

A growing number of organisations are going further with analytics and are gamifying statements to attempt even deeper member engagement and value.

Example: The MyFlightPath page on the British Airways website outlines how many miles Executive Club Members have flown, awards badges and outlines the equivalent of how many times individuals have travelled around the world. The analytics are communicated via simple and engaging infographics and maps that can be explored by members.

If membership organisations and associations get this right, it can be extremely powerful from a member retention and engagement perspective, as it evidences the organisation has delivered on its MVP or member value promise. However, this activity does come with a health warning attached (particularly for membership organisations and associations that are finding it hard to evidence value). This activity requires solid data to be in place and database/website integration to be working in real time. Intangible value is also difficult to articulate via this method.



How to Review Current Member Value

You should conduct a Member Value Review to establish current levels of perceived and actual member value. It is likely that the person responsible for member engagement at your organisation is best suited to championing this activity.

The review needs to be conducted across all teams and departments to establish organisation-wide value levels – both perceived and actual. Reference points should at least include:• Comparative member renewal and joining rates.• Results from recent member and non-member surveys (quantitative/

qualitative).• User ratings of online tools and resources.• Usage of key member benefits.• Website and/or App analytics. • Member journey intervention points (see Member Engagement Toolkit for

details on this activity).• Regular readership of publications (online/offline).• Comparative participation and attendance at conferences and events. • Ongoing levels of online social media participation and profile of regular

participants.• Volunteer increases or decreases over time.• Membership Exit Survey Feedback.

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How to Measure Member Value

If you flicked directly to this section of this resource, you might be forgiven as member value becomes more of a priority for membership organisations and associations. Similar to the topic of member engagement there is no magic formula, however there are a number of options available in order for you to take a more structured approach. To measure perceived and actual member value, the reference points for the Member Value Review should be referred to and the following process followed:

1. Compile an appropriate number of member value (and engagement) focused key performance indicators (KPIs)*.

2. Weight the indicators based on their contribution to overall member value.3. Create an appropriate scoring system, eg a scale of 1 - 10 or %.4. Ask your board for formal agreement to the process, indicators and scoring system.5. Regularly score each element and ensure a regular informal review and an annual

formal review of results and relevance of KPIs.6. Agree a minimum score that if breached will trigger value-focused corrective action.

KPIs or indicators should be compiled and signed off in collaboration with staff to ensure buy-in. They may also require testing, for example, on a sample number of members. Weightings may also need to be experimented with in the short term to ensure true member value is being measured and in the longer term it is likely that the weightings and KPIs may change and develop. Corrective action could include internal change if low scores occur on a regular basis (eg changing or developing the MVP/member benefits package) or external intervention for individual members who are passive or non-participative (eg an email evidencing the value the member has received or could receive via closer engagement/participation).

A comprehensive list of member engagement and value measurement options are located on the Member Value and Engagement Hub and may complement this process: www.memberwise.org.uk/hub

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Delivering Member Value to meet 21st Century Member Requirements

In this section we will explore how member value is changing. This links to the mismatch between value offered and member expectations not currently being fully met. In order to establish the expectations of members it is important to know what they want, when they want it and how much they are willing to pay. We have already explored some key ways to provide tangible and intangible member value and how to review and measure it, however it is also useful to get to know the generational traits of our members. For the first time ever, there are five generations all working together and it is a real challenge to provide relevance and value to all of these groups. Millennials have already surpassed the number of Baby Boomers as the largest living generation in existence (accounting for approximately 13.8 million people in the UK) and by 2025 will be the main generation in the world of work. Everyone needs to be ready for this!

“For the first time in history, we see five generations of employees working together under the same roof. But traditionalists are leaving, and Baby Boomers are looking towards their retirement ventures, taking years of experience with them. Generation X are replacing them, slowly moving up in the hierarchy, but the bulk of the people on the ground, the do-ers, are millennials.”

(Meet the Millennials, KPMG, June 2017)

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Current Generations

Baby Boomers 1946–1964

Generation X 1965–1980

Millennials 1981–1998 (also known as Generation Y)

Generation Z 1999–2012

Generation Alpha 2013-2025

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Many organisations were set-up for the requirements of previous generations (eg Baby Boomers and Generation X). However, in 2025 the Millennial generation will be the key generation within the working population and the first generation to have grown up with digital technology.

Key Traits of Millennials:• Expert multi-taskers and more entrepreneurial traits than previous generations.• The most educated generation in history that isn’t frightened of questioning

the norm.• Find it harder than other generations to define career options (due to wide

choice of options).• They will want to know that they will have the opportunity to advance and

develop their careers within the company they choose to join• They know more about online social ‘because they are living it’.• More Millennials live at home compared with previous generations.• Tech savvy and expect/want the latest tech/functionality/personalisation at

work and play.• Keen to enjoy the experience of life and work.• Enjoy learning and require appropriate opportunities at their fingertips, eg

eLearning.• Want to be authentic/real and want to stay true to who they are, their values

and individuality.• Expect marketing to be slick and like to see a real effort made to relate

specifically to them.• See themselves as global citizens.• When it comes to health, social, economic and environmental issues, Millennials

are the most conscious generation to date.• Are research savvy about purchases (spending Saturdays surfing rather than

on the high street).• They will want to feel like they have an open and honest relationship with their

peers, managers and co-workers.• Easily distracted, impatient and lower attention spans (finding social media,

instant messaging and texting hard to resist).• Often require regular reaffirmation on decisions and instant gratification.• Prefer to be managed with a softer management style.• Need to feel their work is important.• Not as willing to sacrifice personal life in order to advance their career. • Require a flexible work schedule.• Dual personality (online and offline).• Millennials are adventurous.• More civically engaged and open-minded.• Over half of Millennials polled in the UK.

have ‘no religion or place of worship’.



Note: It is important to note that these traits are subjective and a lot of the research into these traits was conducted with university-educated individuals who have grown up in the USA.

Male Millennials:

• Maintain a higher sense of optimism than their female counterparts

• Are more likely to believe they will achieve a higher standard of living than their parents

• Are more likely to see themselves as entrepreneurs compared to other generations

• Place more emphasis on salary than work-life balance (compared to their female counterparts)

Female Millennials:

• Place more emphasis on work-life balance and flexibility rather than salary

• Fear they won’t find a job to match their personality and skills

• Are more likely to crave a familiar culture than their male counterparts

• Care more about promotion than remuneration (compared to their male counterparts)

• Are more likely to place importance on the opportunity to work part-time and have career breaks

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Previous Generations Although this resource is focused on Millennial requirements, the requirements of other generations should be considered and this is clearly articulated in the following grid:

Professionalbenefits

Professionalbenefits

Feel a professional responsibility

Feel a professional responsibility

Job opportunities

Code of ethics

Credentials and training

Industry info

Code of ethics

Credentials

Code of ethics

Industry info

Raising awareness

Code of ethics

Industry info

Credentials

I want to know everything!

Update me regularly

Update me regularly

Tell me the big news, the rest is not necessary

Key acquisition period – many join professional member organisations

at this stage

Established and looking to further

their careers

Winding down and interested in changes

in the industry

Retiring but want to be in the loop – loyal, low engagement and want

the big news

MOST IMPORTANT

BENEFITS

TOP REASON FOR JOINING

COMMUNICATION PREFERENCES

TARGETING PREFERENCES

GENERATIONAL BREAKDOWN

MILLENNIALS1981-1998

GEN Xers1965-1980

BOOMERS1946-1964

MATURES1945 or earlier

Source: Abila Member Engagement Study, Edge Research, 2016

Future Generations – Generation Z & Generation Alpha Although there are a few years to go before these generations take over from the Millennial Generation in the world of work, it is worth considering their emerging traits to consider our current and future member value propositions. Here are some observations made about these emerging generations:

• Process information faster than previous generations• Attention spans are a lot shorter• Masters of multi-tasking• They will go into the world of work earlier than previous generations• They will seek stability in a perceived unstable and ever-changing world• This generation will be even more entrepreneurial than their millennial

counterparts. There is a growing consensus that there is a need for membership organisations and associations to engage with future members much earlier, eg the delivery of resources to schools and colleges or council member presentations at primary and secondary schools.



Delivering Cross-Generational Member Value It is important that member value can be understood and appreciated by existing and prospective members of all relevant generations. With Millennials representing 75% of the workforce, membership organisations and associations should:

a. Keep an open mind as this generational analysis is somewhat general or subjective.

b. Consider if your MVP meets these traits and requirements.

c. Consider appropriate ways to communicate with the generations as they will be considering ‘is this proposition’ better than the alternatives (some available free) out there.

d. Consider ‘what’s next’ in terms of your offering as change is the new norm for this generation.

e. Consider reviewing your pricing model to ensure it is acceptable across the generations.

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Member Value Optimisation Process

We suggest the following process to improve and enhance member value:

Note: Once the above has been clarified, articulated and communicated to members it is recommended that the eight-stage Member Engagement Toolkit process is actioned to ensure maximum impact.

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1.Conduct a Member Value Review (MVR)

and appoint a Member Engagement/Value

Champion

2.Ensure member value features

explicitly in your member engagement

strategy/plan

3.Create or

revisit your organisation’s Member

Value Proposition (MVP)

6.Regularly measure

levels of member value (and engagement) and

ensure appropriate reporting is in place.

5.Consider

generational analysis to ensure medium to long-term future

relevance.

4.Create or revisit your

Member Benefit Statement (MBS) and ensure this

is clearly articulated and communicated to staff and members (via appropriate promotions / campaigns).



Further Help and Support

We hope you enjoyed reading The Member Value 2025 Project booklet and have gained practical insight that will enable your organisation to focus on member value in a more structured and future-proof manner.

We now recommend reading the Member Engagement Toolkit that is located on our Member Value and Engagement Hub – www.memberwise.org.uk/hub.

Membership organisations and associations looking to improve member value and engagement should also consider the following network member value and engagement related services:

• Member Value and Engagement Workshops • Member Value Generation Analysis and Recommendation Service• Member Value Proposition (MVP) Evaluation, Review and Creation Services• Member Value and Engagement Delivery Review • Member Value & Engagement Reviews • Member Personalisation & Segmentation Workshops• Membership Development Consultancy• Next Generation Membership Workshops

For further information: Visit: www.memberwise.org.uk/consultancy Email: [email protected].

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Sources and Contributors

References• Gott, Richard and Forrester, Heather, Digital Excellence 2017/18 Survey

Summary Report, MemberWise Network https://memberwise.org.uk/digitalexcellenceresearchreport2017/

• Gott, Richard, MemberWise Member Engagement Toolkit, MemberWise Network (January 2018) https://www.memberwise.org.uk/engage

• Kurian, Sitara, Meet the Millennials, KPMG, CIO Advisory UK (June 2017)• Lyons, Kate (2016) ‘Generation Y, Curling or Maybe: what the world calls

millennials’, The Guardian (8 March 2016) https://www.theguardian.com/world/2016/mar/08/generation-y-curling-or-maybe-what-the-world-calls-millennials

• Myers, Amanda, Director of Member Strategy, Member Engagement Study, Abila (2016) http://www.abila.com/wp-content/uploads/2016/06/Abila_MemberEngagementStudy.pdf

Contributors• Lee Adams, Managing Director and Co-Founder, Cantarus• Claire Bardner, Network Development Officer, Association of Charitable

Organisations• Alison Barham, Membership Manager, The Nutrition Society• Suzanne Beard, Head of Professional Affairs, Energy Institute• Andrew Binns, Memberships Officer, European Association for Cancer Research• Andrew Chalk, Director of Operations, British Blind and Shutter Association• Alice Dartnell Head of Member Engagement, Royal College of Anaesthetists• Gareth Davies, Membership Development and Recruitment Specialist, Royal

Society of Chemistry• De Beer, Nicky, Director of Operations, British Society of Rheumatology• Paul Donnelly, General Secretary, Physio First• Sue Froggatt, Consultant and Trainer• Richard Gott, Chair, MemberWise Network• Sarah Grant, Head of Marketing, Silverbear• Carl Grieves, Managing Director, Silverbear• Julie Guthrie, Lead Product Manager, British Standards Institution• Edward Kay, Membership Technology Specialist, Tall Projects• Samantha Rankin, Head of Membership and Customer Services, British Canoeing• James Roberts, Membership Experience Manager, Royal College of General

Practitioners• Pam Swain, Chief Executive, British Dental Nurses Association• Roisin Sweeney, Member Engagement Manager, Royal College of Pathologists• Mark Travis, CEO and Founder, Silverbear

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Introducing our Member Value 2025 (#MV2025) Boot Camp Seminar Series …The MemberWise Network is delivering a series of dedicated half-day boot camps that will provide you with the practical insight and knowledge needed to optimise member value and engagement.

Each boot camp will deep-dive the topic of member value and will:

• Explore the key principles of member value • Provide practical membership sector insight and knowledge• Outline how to conduct a structured member value review

and plan• Identify practical ways to effectively measure member value• Include peer-to-peer networking/benchmarking opportunities• Be strictly limited to a maximum of 25 delegates per event

Visit the Member Value and Engagement Hub to express an interest -

www.memberwise.org.uk/hub

The Member Value 2025 Project · MemberWise - The Member Value 2025 Project ... rates, and increase...

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