Date: Tue, 26 Sep 2000 22:44:58 EDT
From: LynnW0325@aol.com
To: semonch@metalab.unc.edu
Cc: lynn@sla.org
Subject: Membership Taskforce
Barbara,
Here is my feedback to your two email requests. I think the taskforce has
done a good job at looking at the many options available. Since my input
comes at the back end and without the benefit of any group discussion I hope
that my comments are not seen as picky or unsupportive. Also, when I attach
a high cost it is not meant to dissuade any ideas but rather provide the
reality of what something might cost. The financial part of my brain
sometimes gets in the way of the creative side. <grin>
In any event, please find below my answers, opinions, comments, and questions.
1. Our current dues to non-dues ratio is 25:75. Yes, we are always shooting
for a more balanced ratio to protect our tax exempt status. However, in
order to keep up with all of the new technology and member services we have
had to rely heavily on non-dues income.
2. If students receive free memberships, we would lose $70,000 in revenue
annually. The cost savings would not be very substantial unless the entire
membership would go virtual. Our printing and mailing quantity price breaks
would not be affected because the students are not a large enough number. To
cover this loss, the dues of regular members would need to be increased $7.
3. Given our current numbers of new members annually: If we offer a 50%
discount for first year members, we would lose $174,000 in year one. To
cover this loss in income, the dues of regular members would need to be
increased by $17.
4. The hidden costs relating to a pay-per-view membership would be realized
in staffing, software programming, and the delivery of services. The
accounting staff would have to be expanded to enter the data from the renewal
forms and membership applications. Everything is pretty straightforward
right now and we have 1.75 staff members dedicated to membership processing.
I would assume that this figure would at minimum increase 100%. Considering
the pay rates, benefits, and overhead the cost would be around
$125,000-$150,000. The report generation staff would also have to increase
by one to keep track of the various options at a cost of $125,000. The
software would also have to be revised. From experience, we know that all
major changes to our database cost at least $150,000. We would need to
revise all marketing pieces and renewal forms at an annual cost of $100,000.
We would also have to develop a system to inform the units of what type of
membership services they needed to provided by individual member. To cover
these costs alone, the dues would need to be increased by $52.50.
5. In order to determine the effects the cafeteria plan would have on
membership would take external professional services. I am not qualified to
answer the questions relating to an increase in members. I do know that
other associations found difficulty defining their membership when someone
picked one or two options. When we sent an RFP for a membership marketing
plan, the cost was $75,000 to $150,000.
6. When is someone classified as a member? When they pay the full $150?
7. I think it is difficult to offer the members-only option for $25 when so
much resides in the members-only section that is itemized on the options
list. I would think that most would choose to pay the $25 and be done with
it. This could result in a substantial loss.
8. My earlier question relating to the primary and secondary unit
affiliations related more to how the unit allotments would be paid out. If
some members were $20 affiliates and some $10 affiliates, would we decrease
the unit allotments for the $10 affiliates?
9. The part-time member may need some parameters. Part-time definitions
vary from organization to organization and we could find ourselves at a
serious loss. I am not sure how many members are technically part-time.
10. I think your thoughts on not requiring an MLS are admirable and will
definitely help us brand the association and recruit new market segments.
11. With regard to accepting other currency. This is a tough one. It's
easy when dealing with something like the Euro but very difficult to
establish the rules and rates for the many other currencies. Also, with
daily fluctuations we may find ourselves in a serious quandry. On a side
note, I did an internship in college with an international law firm and the
bulk of my job was to reconcile currency fluctuations from international
payments. It was a complete nightmare so I may have a subconscious bias
against other currencies. I just have trouble seeing how it would work,
knowing that we have members in so many different countries.
12. In trying to simplify the categories, I was thinking of having a
traditional print member and a virtual member. These may be easier to handle
in concept and in administration. Each member picks one way to be
communicated with and that's it for a specific time (maybe the dues year).
Then if you wish to move toward the digital delivery you could work to make
converts.
Well, those are my thoughts. Again, I hope you find this helpful and not
anti any of the taskforce's ideas. My goals is always to improve customer
service, give the members what they want, grow the membership, and operate in
a fiscally sound position.
If I can be of any further assistance, please let me know.
Lynn
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