Retaining members

Ensuring that members renew their memberships each year is a key objective for most membership based organisations. For instance at the National Trust of Australia, with which I am closely involved, we know that we have regular core members and then opportunistic ones, the latter being those that either join to support a particular heritage cause or more pragmatically to get free entry to National Trust houses world wide when they are travelling. The core group tend to renew unprompted, the opportunistic ones may need chivvying along. The traditional way to do this is by personally phoning them to encourage them to renew, with the added advantage of getting feedback on the organisation. However this is expensive in terms of resources and may have only limited success.

Most museums and galleries have major membership programs. The highly successful MOMA membership program boasts an astonishing 130,000 members. But in times of economic downturn membership renewals are often the first to be chopped from personal budgets.

A couple of interesting case studies I have come across show some different ways to retain members. ICOM News reports that at the Tate in the UK, membership had risen to 90,000 when the GFC hit in 2008, at which point retention rates, having been around the 90% mark, started dramatically falling. So at what sounds like considerable cost to the management, an external data analysis company, Tullo Marshall Warren was brought in to help solve the problem. Members were broken down into eight segments, based on their propensity to lapse. Particular focus was made on the frequency of visits to the various Tate galleries (Tate Britain , Tate Modern, Tate Liverpool and Tate St Ives), as it was discovered that if visits start to tail off in the last six months of membership, there is a high chance of lapsing. If a member has lapsed for over 24 months, it was a waste of time targeting them.

It may all sound like the bleeding obvious and Tate themselves acknowledge that there were no major surprises. But what it has helped them do is to work out how better to retain members before they reach the lapsing stage. After three months of membership an email is sent to members, offering a ‘Tate treat’ in the form of a designer travel wallet when they next visit. At six months they are sent a pack of post it notes with reminders of the exhibition schedule and at nine months, just before the renewal process, the ‘Tate treat’ is a free coffee at the Museums’ cafes. Retention rate is back at 90% so it seems to be working.

Meanwhile across the Atlantic at the Whitney in New York, a different route is being employed to retain members, by offering a ‘Curate your Own’ membership. Members can select one of five specialised buckets of benefits to add to the core admission and discount member benefits. Driven initially by falling membership as the GFC hit, the Whitney wanted to find a way of connecting with their members and the experiences they most value at the Whitney, admittedly off a much smaller base than the Tate of 12,500 members. Through focus group work, they discovered five strong attitudinal segments, each of which was developed up into its own package of benefits.

The five are:

• Social, for those who enjoy cocktail parties and previews, and social gatherings around cultural events
• Insider, for those who like to see behind the scenes and be able to talk directly to curators and conservators
• Learning, providing regular lectures and gallery talks, and access to educational programs
• Family, providing such benefits as kids passports, stroller tours, and guest passes for family carers
• Philanthropy, for those wanting to support the Whitney’s work

Sounds like a great idea, but very labour intensive to organise and deliver. It is also unclear at present if it has helped retain or grow members at the Whitney.

Julian Bickersteth
Managing Director
internationalconservationservices

The power of place in historic house museums

Visiting various National Trust properties in the UK in June, I was reminded about the power of place. Stunning as these places are physically, whether it be their gardens e.g. Sissinghurst, their buildings, e.g. Waddesdon Manor, or their collections, e.g. Kingston Lacy, the reason visitors want to come back to them is more about the ‘spirituality’ of the place than the aesthetic pleasures they provide. As numbers of visitors to historic house museums continue to fall from highs in the 1980s, particularly in the US and Australia, the challenge is to find ways to attract people back and at the same time new audiences.

One way that the English National Trust is having significant success in attracting repeat or new visitors is by creating groups of like minded people that enjoy meeting at one of their properties because of the power of the place. By this I think they mean that it is a place where they can meet people who share their interests, enjoy social activities, even volunteer to help conserve their heritage, all in the setting of a place that has a ‘spiritual’ dimension through its history, beauty, or association. They have over 350 active groups.

Another clever way is by associating the place with a good gastronomic experience. This goes beyond just having a good restaurant. Using the slogan “Savour the taste, remember the place”, the National Trust is pushing the line that if you can give people good food in an inspiring place then again they will be more likely to come back. Overlaying this with a focus on organic food grown on Trust farms gives it another dimension. As the Trust says, they ‘passionately believe that there has to be a change in the way we all think about food, how it’s produced, where we buy it, and how we cook it’ (has Jamie Oliver had THAT much influence?!) .

The National Trust in England is one of the great heritage success stories of how to build a vast and loyal membership base (well over 3 million), and they have obviously been helped by a large population on a small island and some extraordinary properties. However the National Trust in Australia could learn from their focus on the power of place. As a board member of the NSW branch, I look forward to seeing what we can do.