The challenge
The society had loyal members around the world but falling income and a small secretariat. Its membership categories and pricing had grown up over many years, and nobody could say with confidence where the income really came from, why people joined, or why they left.
The board wanted a clear direction before committing to new systems or a rebrand.
What we did
-
Analysed every active member record against the published fee structure, plan by plan.
-
Surveyed the membership and analysed 261 responses to understand what members value and where the society falls short.
-
Mapped the joining, payment and renewal journey to find where applicants and income were being lost.
-
Modelled the income effect of four growth levers and presented a roadmap to the board.
-
Scoped flexible outsourced membership and marketing support that scales up as income recovers.
The difference it made
Our income model reproduced the society's own figures to within 3%, giving the board confidence in the analysis before any decision was taken. It showed that a large share of members generated no recurring income at all, which reshaped the conversation about categories and pricing.
The roadmap now underpins the society's membership priorities: faster joining, clearer membership types, and a platform chosen to fit the model rather than the other way round.
