All About Retention

What Members Say They Need

Youngblood says that ABoR’s focus on retention has become more progressive and proactive over the years: “We believe if something is broken, it should be fixed. Therefore, [we] acutely listen to what our members are saying they need.”

The association focuses on four categories: Business Well-being, Personal Well-being, Client Well-being and Career Well-being. “It has helped our members understand what their association offers them and how it helps their overall business sustainability,” she says. “We have built programming, systems and member engagement in a way that meets our members where they are. Whether they engage with us once a year or come to all our events, they can plug in with us and expect to get quality service.”

“Not every member wants to go to the same type of event or mingle with the same people, so we have to be purposeful when planning events,” adds Harris. BSER’s membership retention levels range from 97% to 99%, and Harris surveys members annually to ensure they find value in the association’s services. “My association management system allows for quite a bit of customization, so when a member drops, we make sure to report why.”

Benefits and Support

Associations also need to make sure members are aware of the free services and benefits that are available. “It is important to remind members of the WIIFM—what’s in it for me. Our AMS software also comes with a free member mobile app, so I am able to build a member benefits section for local discounts and such,” says Harris. “We have a very robust leadership academy where we encourage involvement from our membership and let them know that there are advancement opportunities available. I believe our inclusive nature makes our members want to stay.”

CCAR has likewise placed a strong emphasis on association benefits and new member training. It has also enhanced broker engagement and added more training, roundtable discussions and legal consults that address risk management. “We have implemented a drip campaign that introduces new members to all of the programs, products and services we offer,” says Crowther. “Often they are overwhelmed when first joining, and they miss these great opportunities! We are in the process of implementing a new-member concierge service to guide these individuals as they progress through the first 12 to 24 months.”

Meanwhile, ABoR launched a “Be A Member” campaign that stresses the importance of being a part of a network of 18,000 professionals. Personalized support is emphasized, with brand recognition and advanced tools to help business growth. “But that means they have to engage with us and use the services they are subscribing to, which has built trust within our membership—that their association has their back,” says Youngblood.

Youngblood also says that ABoR created an omni-channel approach to programming and education, providing live broadcast, in-person and virtual ways to attend. “We know our members are on the go,” she says. “Being able to plug in however best suits them has increased our attendance and engagement tremendously.”

While RASCW made no major changes in its plans for member retention in 2022, it updated its vision for the association, refreshing branding and communication. It added a monthly member spotlight to its website to promote the types of businesses its members are involved in. “We’ve also implemented a personal health series to ensure that even in a difficult market, they are taking care of themselves,” says Hackney.

Meanwhile, BSER just received its license to become a real estate school with long-term plans of offering pre- and post-licensing courses. “We provide important information and expectations to people who are looking to get started in real estate,” says Harris.

The association also hosts an event the first Friday of each month called Fishbowl Fridays, where members meet at a restaurant or brewery and can throw questions into a literal fishbowl. “For instance, they might ask, ‘What is the best way to follow up with a guest that visited an open house?’ says Harris. “Those in attendance are a mix of new and seasoned agents. This is a judgment-free, recruitment-free zone for members to ask questions to other agents as a way to learn.”

Staying Member Aware

Just as important as knowing what members value is understanding why they leave. “I would say that members who don’t renew typically give it a year or two and realize that they haven’t seen a profit from the money that they have spent in brokers’ fees, board dues, MLS fee and marketing, and go back to something more stable like a salary,” says Harris. “Other than that, they go into referral mode so they can still keep the license active but seek other employment opportunities.

“When I see they have left because they have changed brokers, I make it a point to let them know that they can still remain primary with us if their broker had a secondary relationship,” Harris adds. “Sometimes it is really just an education issue.”

Some members might struggle with changes in strategies or the implementation of new ideas. But Youngblood says that associations should stop trying to make everyone happy and instead make bold and innovative choices. “Associations get the reputation of being stodgy because they try to be so vanilla that they lose sight of their purpose and, thus, lose value to their members,” she says. “Associations are a community of like-minded people. I think peer-to-peer marketing is so powerful, and associations should generate ambassadors to help them communicate the value they provide.”

Despite an expectation of a decline in membership, Crowther says, CCAR continues to keep a finger on the pulse of the association’s members, asking for feedback on their needs and addressing the current market conditions. “Everything we do is member-forward-focused,” she says. “If the past two-and-a-half years taught us anything, we can pivot on a dime, and we will continue to grow from the lessons of the past.”