Marketing and membership committees tend to have a short-term focus and to rely on the skill sets and experience on hand, which may not be adequate to optimize performance. Additionally, lead times to define, budget, and implement critical projects may be excessive. The end result is a program that is reactive, untimely, and sub-optimal. In the volatile economic environment we are now experiencing, this status quo seriously undermines the capability to reach membership and revenue goals.
Alas, this situation may not change. What can change, however, is to add a new committee of selected individuals charged with the long-term health of member development. This new committee would be independent of the existing committee, should have professional assistance or presence, and should be free to make its own assumptions, develop its own strategies, and recommend and spend its own budget.
This new long-range marketing and membership committee should focus on at least these three areas:
1. Understanding the changing wants and needs of members and potential members.
2. Developing a communication and awareness program based on the current and developing ways people stay informed.
3. Committing to higher levels of member retention.
Inherent in these three areas is the need for research, testing, and member monitoring. The standards must include objectivity and professionalism.
Starting a new, long-range marketing and membership committee will not address current issues, BUT it can cause a major shift in thinking that can result in better actions in the short-term.
Tags: Committees, Marketing, membership
October 2, 2008 at 2:27 pm
Let’s take this idea a step farther. Give the standing M&M committee responsibility for monitoring day-to-day implementation. Assign the new, long-term M&M committee with objectives, strategy, and a detailed plan for execution.