What do you do when your members still value you, but can no longer afford you?
Sometimes the problem is not your price. It is not your value either.
It is that your members’ money is gone.
A key funding source dries up. Grants are cut. An industry takes a hard hit. Your members still believe in what you do. They just cannot pay what they used to.
So what do you do? Here is how to respond without giving away the store.
First, Confirm It Is Really a Funding Problem
When members stop buying, it is easy to assume the worst. But not every drop is about money.
Start by asking why. A short survey or exit question can separate three very different issues:
The price is higher than the value they receive
The price is more than they can afford
They are under financial or business pressure
Only the last two point to a funding problem. If the issue is value, discounts will not fix it.
Once you know your members are facing real financial pressure, you can respond with the right tools.
Why the Split Matters
When revenue drops, you cannot keep doing everything.
Think about the Pareto principle. A small share of your programs likely brings in most of your revenue. Find those programs. Protect them. Put your energy there.
Then look hard at everything else. Some programs may need to pause. Some may need to shrink. Some may need to go away for now.
That is hard. Many of these programs are tied to your mission. But a program with no business case, and no other product supporting it, may not be sustainable right now. Pausing it can protect the rest.
Let Members Choose Their Discount
When members are struggling, many associations reach for a blanket discount. Half off for everyone affected.
There is a better way.
Offer a few set discount levels and let members choose the one they need. For example:
A small discount
A moderate discount
A larger discount
A maximum discount
Then ask members to pick the level that makes the purchase possible for them.
Here is why it works. When people see options, they pause and think. Many will not jump straight to the biggest discount. They will choose the one that is enough. That keeps more revenue in the door while still serving those who need help most.
Set a clear maximum too. If someone needs more than your largest discount, it may simply not be feasible this year. That is okay.
Pilot a Special Rate for At-Risk Groups
Sometimes one part of your membership is hit harder than the rest. Maybe it is academics, government employees, or early-career members.
These groups may bring in a small share of your revenue. But they are often highly valued. They shape your content, your community, and your future.
Consider a pilot program. Offer a special rate to that group for a set period, maybe two or three years. Then measure it.
Are more of them joining or attending?
Are they staying engaged?
Is the cost to you worth the result?
Because the group is a small share of revenue, the risk is low. And you learn from real behavior, not just survey answers.
Pair the Discount With an Expectation
A deep discount does not have to be a one-way gift.
Consider asking for something in return. For example:
Speaking on a panel
Leading a session or discussion group
Writing an article or case study
Mentoring newer members
This does two things. It helps justify the lower rate to your board and other members. And it deepens the member’s involvement. They are not just attending. They are contributing.
Be thoughtful about who you ask. Some senior leaders may not want extra tasks. But many members welcome the chance to share what they know.
Look for Outside Support
Ask whether someone else can help cover the gap.
A sponsor or partner may be willing to underwrite scholarships. Some may see real value in supporting the next generation of professionals in your field. It is worth the conversation.
If no one steps in, that is a business decision. You can only offer what you can afford.
Build Reserves Before You Need Them
This is the lesson most associations learn too late.
Hard seasons are much easier to manage with money in the bank. When times are good, price for sustainability. Build your reserves. Then, when a downturn comes, you have room to offer scholarships and discounts without putting your organization at risk.
Pricing is not about greed. It is about making sure you are still here, serving members, when they need you most.
Key Takeaways
Confirm the issue is funding, not value, before you discount.
Focus on the small set of programs that bring in most of your revenue.
Offer a few set discount levels and let members choose the one they need.
Set a clear maximum discount.
Pilot special rates for at-risk groups and measure the results over time.
Pair deep discounts with an expectation, like speaking or writing.
Build reserves in good years so you can help in hard ones.
Conclusion
When your members’ funding disappears, the urge is to cut prices across the board. That can hurt you just as much as it helps them.
Respond with care instead. Get lean. Let members choose what they need. Test before you commit. Ask for something in return.
And when better days come back, build the cushion that makes the next hard season easier.
Are you ready to tackle your association’s pricing problems? Visit www.pricingforassociations.com today to schedule a virtual coffee chat where we can discuss what your organization needs and how we can best support you.
