The time to prepare for member defection is the moment they join.

Contrary to common practice, which is limited to a series of reminder notices at the end of the member’s term, your approach to maximizing retention must be organizationally pervasive, practical and pragmatic. After all, 100% retention is not only impossible, it’s not how your organization will grow.

In this comprehensive white paper about retention best practices, we identify when, why and how you can satisfy and engage your members, leading to an effective retention program that contributes to your overall goals of growth and sustainability.

You’ll read how to balance member and staff expectations, what you need to do to launch loyalty-building retention tactics, and how to prioritize your conversations with members.

You’ll also be invited to download tools to help you measure and increase your retention program, including:

  • Multi-year Discount Calculator
  • MCA’s Automatic Renewal Start-up Guide
  • MCA’s Guide for Crafting an Effective Survey
  • Calculator: What is Your New Member Worth?

White Paper

The time to start preparing for a member’s defection is the moment they join.

Instincts, however, are exactly the opposite. We want to be optimistic and celebrate all new joins. After all, why would they leave!? You’ve got at least a year to relax before worrying about retention, right?

Not if you want to succeed.

Acquisition gets all the glory (and most of the budget). After all, it’s expensive to “buy” a member, and cause for celebration when you land one.

“Retention” is often considered nothing more than a required series of notices sent at the end of a term. If that’s the attitude within your organization, you are under-serving your members and under-achieving your potentials.

To grow and thrive, an organization needs both an effective acquisition program to gather members, and an equally effective from-day-one retention strategy to engage and sustain.

Because you won’t keep them all. Nor should you expect t