The issues driving member organisations this year—and beyond
Membership organisations are at a turning point. While the 2024 Membership Marketing Benchmarking Report reveals some encouraging trends—47% of associations reported membership growth this year, and only 21% saw declines (the lowest in 16 years)—retention remains a persistent challenge. Nearly half (45%) of associations cite member engagement and renewal as their biggest hurdles.
To address this, organisations need clear strategies that go beyond traditional approaches. Here are four ways associations can grow meaningfully, deepen relationships, and build lasting success into the new year and beyond.
1. Get to know the next generation
Membership demographics are changing fast, with Gen Z now accounting for 11% of memberships—almost double what it was just two years ago. Meanwhile, Baby Boomers, once the largest group, have dropped to 29%.
Despite these shifts, many associations still rely on one-size-fits-all value propositions, focusing on broad benefits that don’t always resonate with younger members. While most organisations collect demographic data—like age and profession—this data often reveals little about who their members are as people. This limited view makes it harder to truly connect with these groups in ways that matter. Younger generations are also often underrepresented in leadership, making it even harder to reflect their perspectives in strategy.
To engage the next generation, associations must invest in uncovering audience insights. What drives their career choices? What challenges do they face? What are they motivated by, and where do they consume content? By answering these questions, organisations can tailor their messaging and benefits to align more closely with younger members’ expectations.
One thing we know is that younger professionals expect associations to meet them where they are—not just in the digital spaces they occupy, but in physical ones too. Partnerships with universities and colleges are helping some organisations connect with students and recent graduates early, building a foundation for lasting relationships. Young professionals are also drawn to dynamic, visually engaging formats that are relevant and accessible, delivered through platforms they already use.
2. Understand what value means to members
A strong value proposition is the foundation of membership growth. Yet, many associations struggle to articulate their benefits in a way that resonates. When prospects don’t see the value, they walk away—66% cite “lack of perceived value” as their reason for not joining an association.
For years, education was the backbone of how associations demonstrated their worth. But in an era where online learning is accessible anywhere, today’s associations must focus on what makes them truly indispensable by offering unique benefits that align with their members’ evolving needs.
This requires shifting the narrative from what associations offer, to what members gain. By speaking directly to members’ challenges and goals, associations can craft messaging that feels personal, relevant, and reflective of the audience’s priorities.
Take our work with the Australian Physiotherapy Association (APA), for example. APA faced a sharp decline in student membership; in 2019, 70% of students were APA members, while in 2022, that number had dropped to just 34%. Through qualitative interviews and surveys, we uncovered what mattered most to student physiotherapists at different stages of their journey—recognising that first-year students had entirely different priorities from those nearing graduation. By tailoring messaging and benefits to meet these needs, APA rebuilt its student membership pipeline and re-established relevance.
The takeaway is clear: a strong value proposition isn’t about what the association offers—it’s about what members gain. When messaging is built around a deep understanding of the audience, rather than simply listing benefits, associations can demonstrate real, personal value.
3. Balance tradition with innovation
For member organisations, innovation is often a balancing act—meeting the diverse needs of members, governments, and other stakeholders. Advocacy, for example, often moves much slower than the rapid shifts in member expectations, leaving resource-constrained associations juggling competing priorities.
Technology, particularly AI, is opening up possibilities for personalisation and resource optimisation, with 43% of associations exploring its potential. But technology alone isn’t the answer. Without clear objectives, reliable data, and an understanding of member needs, AI risks speeding up processes without delivering real value to anyone.
Some organisations are looking outside their sector for inspiration, borrowing agile approaches from start-ups that focus on testing and refining new ideas. This willingness to experiment and adapt can help associations respond more effectively to changing member needs while remaining grounded in their mission.
4. Take a strategic approach to engagement
Member engagement is what transforms associations from transactional entities into thriving communities. This year, 62% of associations reported higher attendance at conferences and trade shows, while professional development programs and certifications also saw growth. But engagement isn’t just about events—it needs to extend beyond isolated moments to create meaningful connections that last year-round.
To stand out in members’ busy lives, associations need to work harder to make participation feel worthwhile. Education alone isn’t enough—members can find that anywhere. What they can’t replicate elsewhere is the sense of connection that comes from being part of a community. This is where associations have a real opportunity: turning events into experiences that foster relationships and belonging.
What happens after the event matters just as much. Whether it’s sharing event highlights, making educational content accessible on-demand, or keeping conversations alive through online communities, associations that stay engaged with members after an event extend their impact and strengthen connections.
From insights to action
Looking ahead, the biggest opportunity for member organisations lies in deeply understanding their audiences. Knowing what members need—across career stages, specialties, and communication preferences—unlocks the ability to deliver more relevant, compelling experiences.
The challenge is to elevate communications from a functional necessity to a strategic priority. Associations that embrace this shift will not only retain their relevance but position themselves as indispensable to their members, now and into the future.
