How are communications teams in membership organisations influencing and impacting member retention?

Towards the end of last year, I conducted research into how communications teams in membership organisations are influencing/ impacting member retention. Effective member retention is a crucial component of any organisation’s long-term success. A key driver in ensuring that members remain engaged, satisfied, and committed is strategic communication. The communications team plays a central role in shaping member relationships and building a sense of community and loyalty across members.

As a NFP Marketing and Communications Specialist, I work with several memberships across London. I felt it was important to further understand my client’s needs when they are recruiting new roles within their communications teams, to fully understand what a candidate will be expected to fulfil in terms of encouraging member retention and would lead me to find the best candidate for the role. Additionally, when discussing marketing roles within memberships with new candidates I could better explain the importance of their communications work on influencing member retention and ultimately the organisation’s long-term success and engagement.

To conduct my research, I met with several memberships across London that all specialise in different sectors and asked about their strategy to engage members, the tools they use and how they measure their success. Please see below for a delve into these memberships and how they are impacting member retention.

 

Understanding the Role of Communications in Member Retention – Establishing strategy

The communications team works with leadership to establish a clear strategy that focuses on the goals of retention, such as improving member engagement, addressing concerns, or enhancing the value members receive.

Each client I met approaches member retention with a tailored strategy designed to engage their members. Neil Cox, Head of Communications at the Magistrates Association, focuses on leveraging both digital and print media, offering a monthly email newsletter and a quarterly print magazine, with a gradual push toward digital adoption. They also encourage email sign-ups through the magazine and use the branch network for local communication.

David Utley-Williams, Head of Communications at the Royal Society for Public Health, engages members through a mix of newsletters, social media, and events, emphasising the benefits of RSPH membership, policy updates, and ensuring member values are expressed in external communications.

Hatty Grant, Marketing Manager at the British Society of Echocardiography, emphasises a yearly review of their communications plan, offering early bird renewal reminders and maintaining consistent email outreach with monthly newsletters.

Richard Smith, Head of Professional Practice at the Royal College of Pathologists, is focusing on a new member retention strategy, particularly by offering personalised content through newsletters, events, and online training. They are working to make their membership more specialised and unique.

Lastly, Neil Lakeland, Head of External Affairs at the National Institute of Economic and Social Research, believes in tailoring services to what members value most and communicating those benefits effectively, ensuring that communications teams serve as the voice of the customer to maintain relevance and retention.

Each membership will have a specialised strategy as they target different demographics of members. However, upon research there was an overlap on successful methods including monthly newsletters, events/ conferences and offering benefits to members for joining. However, this also means each membership will experience different challenges and successes depending on their member base.

 

Evaluating Communications Tactics and Tools – Challenges

Different age groups, professions, and interests require tailored communication strategies. The communications team often faces several challenges, such as:

• Audience Segmentation: Identifying the unique preferences, needs, and pain points of different member groups can be a daunting task. This is particularly true when members span across diverse age ranges, geographies, and professions.
• Changing Communication Preferences: As technology evolves, member preferences for communication methods shift. Some members may prefer email, while others engage more actively on social media or through apps. The team must constantly monitor these shifts and adapt accordingly.
• Perceived Value: If members do not see value in the membership, they are less likely to continue. This could be due to a lack of relevant content, events, or services that meet their needs.

When meeting with Head’s of Communications from different memberships, I found each membership experiences different challenges depending on their target audience.

Neil Cox, Head of Communications at the Magistrates Association, faces difficulties engaging an older demographic, with over 75% of members aged 50+, many of whom are resistant to digital transitions. The resistance to digital transformation means high printing and postage costs for the organisation with their quarterly magazine costing thousands of pounds per year to print and post to its members. Additionally, magistrates’ social media restrictions with many members not active on social media channels, limit their outreach. This is particularly unique challenge to the Magistrates Association based on their members career.

David Utley-Williams at the Royal Society for Public Health must cater to a broad membership spanning the breadth of various public health disciplines, aiming to create high-level communications that appeal to different areas. The demand to have specialised communication for different disciplines and grads of RSPH membership is a longer- term ambition.

Hatty Grant, Marketing Manager at the British Society of Echocardiography, sees the challenge of engaging retired professionals and those nearing the end of their careers, requiring tailored messaging to highlight membership benefits for this group.

Richard Smith, Head of Professional Practice at the Royal College of Pathologists, addresses concerns over membership value, especially as many members will be looking for more personalised communications which they may receive from smaller, specialised memberships. They will also look to adapt to the digital era and incorporate more focus on social media including Linkedin, Facebook and Instagram content to engage their members.

Finally, Neil Lakeland, Head of External Affairs at the National Institute of Economic and Social Research, notes that time constraints among members make it difficult to maintain engagement, requiring highly targeted communications that stand out amidst members’ busy schedules. These varying challenges underscore the need for strategic, demographic-specific approaches in member retention efforts.

 

Evaluating Communications Tactics and Tools – Successes

Different communication channels yield varying degrees of success based on the membership demographic. Although, upon research membership organisations do face challenges when engaging with their members, there are plenty successful communications techniques which are displayed in their high member retention rates. Neil Cox, Head of Communications at the Magistrates Association, achieved a remarkable 400% increase in media mentions last year through proactive and reactive media engagement, helping raise awareness of the organisation and its work. Their quarterly print magazine continues to resonate well with members, who represent a diverse community of current, retired, and aspiring magistrates.

David Utley -Williams at the Royal Society for Public Health has seen great success with LinkedIn as an effective channel, using member testimonials and highlights from their annual open day to create authentic, engaging content that has resonated with members, as well as providing a focal point for public health professionals on the platform.

Hatty Grant, Marketing Manager at the British Society of Echocardiography, boasts an impressive 92.7% retention rate, with strong, reasonably priced benefits and their leadership in NHS accreditations contributing to members’ pride in their membership.

Richard Smith at the Royal College of Pathologists enjoys a retention rate in the mid-90s, offering specialised benefits to support trainees throughout their rigorous training journey, both nationally and internationally.

Lastly, Neil Lakeland, Head of External Affairs at the National Institute of Economic and Social Research, has achieved a 93% retention rate, finding that members particularly value personalised emails and specific events tailored to their research interests.

Each of these organisations has seen tangible success by focusing on tailored communication strategies and offering valuable, member-focused benefits.

 

Strategic Alignment and Future Outlook – Adapting to New Climates

Due to the current climate shifting towards the increased use of technology including AI, organisations must react and potentially implement some new systems to help with retention success.

Some benefits to using AI in communication strategies are:

• Personalise Member Outreach: AI-powered analytics can process large amounts of data to provide deep insights into member behavior. This allows the communications team to send hyper-targeted, personalised messages that resonate with each individual.
• Automate Routine Communications: AI tools like chatbots and automated email marketing systems can handle routine tasks, ensuring that members are consistently engaged without overwhelming the communications team.
• Predictive Analysis: AI can also help predict when a member may be at risk of leaving, allowing the team to intervene with timely and tailored messages aimed at re-engagement.

However, due to budget restrictions and the current situation across the NFP sector, most organisations do not have additional funds to invest in AI systems. Neil Lakeland from the National Institute of Economic and Social Research shared that, because their membership base is small and they have a strong understanding of their members, they do not rely on tools like AI to analyse data or gain insights. Instead, they use a CRM system integrated with their email communications to create a comprehensive view of their interactions with members.

 

Conclusion

Effective communication plays a crucial role in member retention across membership organisations. The research findings highlight that while each membership group tailors its communication strategy to its specific audience, common successful tactics include regular newsletters, events, and clear articulation of member benefits. However, organisations face persistent challenges such as audience segmentation, changing communication preferences, and ensuring perceived value. As technological advancements continue to evolve, organisations must be prepared to adapt their communication strategies while balancing budget constraints.

The successes of organisations included in this article demonstrate that a well-structured communication approach, aligned with member needs and expectations, directly impacts retention. Moreover, organisations that leverage a mix of digital and print communication continue to see positive engagement, especially among diverse membership bases. The integration of AI and CRM systems also presents an opportunity for enhanced personalisation, though cost barriers remain a concern for many NFPs.

Recommendations:

Enhance Personalisation Efforts

• Organisations should explore data-driven approaches using CRM systems to personalise content and engagement strategies based on member preferences.
• Segmentation tools can help target different member groups more effectively, ensuring communications are relevant and impactful.

Leverage Member Feedback and Insights

• Regular surveys, focus groups, and direct member feedback should be integrated into strategy development to ensure communications remain relevant.
• Organisations should assess the effectiveness of various communication channels periodically and adjust based on engagement metrics.

Develop Stronger Value Propositions

• Clearly communicate the benefits of membership through consistent messaging, case studies, and member testimonials.
• Offer exclusive benefits, such as training opportunities, networking events, and specialised content, to reinforce the value of membership.

Increase Engagement Through Community Building

• Hosting more interactive events, both online and in person, can strengthen community ties and encourage long-term retention.
• Encouraging peer-to-peer engagement within membership networks can help members feel more connected and valued.

Future-Proof Communication Strategies

• Stay informed about emerging trends in digital communications and assess their applicability within the NFP sector.
• Partner with similar organisations to share best practices and insights, maximising efficiency and effectiveness in communication strategies.

By implementing these recommendations, membership organisations can strengthen their retention strategies, ensuring long-term engagement and success. The continued evolution of communication strategies, coupled with member-centric approaches, will be critical to sustaining high retention rates in an increasingly digital world.

If you have any questions in regard to the content of this article or would like to discuss this topic further, please email Isabel.britten@merrifieldconsultants.co.uk