Most associations add benefits over time. A new webinar series. A new resource library. A new community platform.
Few ever take anything out.
Years later, membership includes 20 or more benefits. Members use a handful. And when dues rise, they struggle to see what they are paying for.
So how do you decide what truly belongs in membership? Here is the approach we use.
Members Want Less, But Better
Across our work, we see a clear trend. Members are used to subscription models in their daily lives. They want simple offers where the core value is included.
But associations cannot include everything. Many benefits carry real costs. So the answer is often not “more.” It is “less, but better.”
Instead of 20 benefits, membership might center on 5 to 8 that truly move the needle. The rest can become add-ons for the members who want them.
For Many Professionals, It Starts With Education
In medical and healthcare associations especially, a pattern shows up again and again.
Members want their continuing education. They want to meet licensing or certification requirements without paying extra for each course. And they want a pulse on what is happening in their field.
When members feel financial pressure, this comes up even more. What they often want most is to have their required credits included, instead of paying one course at a time.
That will not be true for every association. But it is a good place to start the conversation.
One caution. We rarely recommend rolling your annual conference into dues. The cost is too high and too hard to control.
Why Rankings Are Not Enough
Most associations ask members to rate or rank benefits. The results tend to be flat. Everything looks important.
That is because rating scales do not force trade-offs. Members can call every benefit very valuable. Real decisions do not work that way.
Use MaxDiff to Force Trade-Offs
A MaxDiff survey shows members three or four benefits at a time. They pick the most important and the least important. Then it repeats with new combinations.
Over many rounds, a clear hierarchy emerges. You see which benefits members truly prize, and which ones they would give up.
Include benefits outside membership too. Journals, certifications, special interest groups, or courses you already sell. This shows whether something should move into membership, or stay outside it.
Layer in Willingness to Pay
Value alone does not tell the full story. You also need to know what members will pay.
The Van Westendorp price sensitivity meter asks four simple questions. At what price is this too cheap? A bargain? Getting expensive? Too expensive? Together, the answers show an acceptable price range.
Plot Both on One Map
This is where it gets powerful. Plot each benefit by how much members value it and how much they would pay for it. You end up with four groups:
High value, high willingness to pay. These are your anchors. Keep them in membership and lead with them.
High value, low willingness to pay. Members care, but will not pay extra. These often belong in the core package.
Low value for most, high for some. Fewer members care, but those who do will pay more. These are strong add-on candidates.
Low value, low willingness to pay. Consider cutting these, or at least stop promoting them.
Now you have a clear picture of what belongs where.
Look at It by Segment
Different members value different things.
Run the same map for each key segment. Students. Early-career members. Employed members. Practice owners. Established leaders.
You will find some benefits that matter to everyone. Those are your through lines. You will also find benefits that matter deeply to one group.
That shapes your marketing. Instead of listing the same benefits in the same order for everyone, tailor the message. Lead with what each segment values most. Gather member stories that match.
Then Test the Package
Once you know what belongs in membership, test the full package.
A conjoint analysis shows members different packages and prices and asks them to choose. It reveals which combinations win.
When the package is set and you just need the final number, a Gabor-Granger test helps you narrow it down. It asks whether members would buy at a series of specific prices within your target range.
Key Takeaways
Membership often grows bloated over time. Members use only a few benefits.
Many members want less, but better, with core value included.
For healthcare professionals, education is often the core.
MaxDiff forces real trade-offs that simple ratings miss.
Plot value against willingness to pay to decide what goes in, out, or becomes an add-on.
Analyze by segment to shape both the package and the message.
Conclusion
The right membership package is not the biggest one. It is the one members value most.
Force the trade-offs. Measure willingness to pay. Map the results by segment. Then build a package that is easy to understand and easy to renew.
When members can see exactly what they are paying for, the price makes sense.
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.
