Re-thinking membership dynamics opens new options for growth

Client Stories

The Story

Two peak industry bodies were suffering from the same issue - their membership models were failing them. Legacy membership structures meant that the income they were able to derive from their membership base covered only a fraction of the cost of delivering services to members. As a result, they had to rely on unpredictable government grants to remain viable, which came at the cost of conflicting priorities and governance conditions.

Matching price to value

Barcley analysis looked at the relationship between the value delivered to members compared and the price they paid. Viewed across its member segments it was clear there was a considerable amount of free riding taking place owing to their relatively flat membership pricing structure.

Specifically, outsized benefits were be collected by

  • High maintenance, relationship heavy members
  • Industry heavyweights
  • Excessive users of ancillary services

Barcley worked with the executive team to develop a range of options to adapt the operating model of the association to address this imbalance including a detailed review of user pays models, community platforms and more government centric funding models.

Both entities have since voted for the most radical changes to their constitutional since their inception ensuring the long-term sustainability of their revenue model and setting the stage for them to more tightly align their service offering to the way that members perceive value.

We take our clients' confidentiality seriously. While we've changed their names, the results are real. Want to know more contact us at info@barcley.com.au

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