No manager or board member wants to admit that they’re not fully “on board” with their club’s communications strategy, or, for that matter, admit there is no such strategy in place. Better yet, no manager or board member wants to admit that they’re delivering communications based upon what they think their members want rather than on their members’ actual preferences. Believe it or not, these communication knowledge gaps are more common than you may think, and they can be detrimental to your membership satisfaction and retention efforts.
In many cases, members themselves are the only constituents who actually know how frequently they are sent communications from the club, and what types of content are in these communications. Unfortunately, management is not always fully aware of inconsistencies in its communications efforts, and how these discrepancies affect members’ overall value perception. One of the biggest mistakes club management can make when it comes to member communication is to misinterpret, or fail to deliver, what members really need in order to get the most value out of their membership.
Communications provide significant opportunities for a club to reinforce its value proposition, increase member participation and satisfaction, and facilitate benefit usage. In fact, with today’s technology, clubs have the power to become more innovative communicators and marketers, targeting members with content that is tailored to their individual interests. Therefore, an effective communications strategy should be two-fold:
1. It must benefit the member in terms of providing information that is relevant and meaningful.
2. It must reinforce the collective goals and objectives of the club.
Addressing Member Needs and Preferences
Since the advent of e-mail, it has become easier and more tempting to communicate with members when and how it’s most convenient for the club. As a result, an increasing number of staff members from various departments have assumed communications responsibilities without ensuring that these interactions are part of a broader, club-wide strategy. A breakdown in organization and the absence of communications “leaders” can result in members being inundated with so many messages that they tune out completely. For example, if member communications is managed in a piecemeal fashion, a club might send multiple e-mail blasts in the same day regarding events that do not pertain to a given member based upon their membership type. Another example might include multiple e-mail blasts within the same day that look different in style and contain duplicate or even inconsistent messaging. The club’s leadership should institutionalize the importance of communicating with members on a “needs” basis, which begins by understanding the content, frequency and format preferences of your membership. This knowledge can then be aligned with the appropriate solutions that reinforce the club’s brand and value proposition as a whole. Clubs cannot afford to take the unnecessary risk of members opting out of club communications simply because the club has been careless in understanding their needs, or has been too unorganized to send consistent messages.
Addressing Club Goals and Objectives
Effective communications planning begins at the management and board level, with a strong emphasis on defining club goals and objectives. What is the club trying to achieve with its communications strategy, and how are these goals prioritized (i.e., increase participation, member satisfaction, convenience, brand consistency, prospecting)? A communications committee, championed by the general manager, should be established first to ensure that all individual departmental needs are addressed. Ultimately, the general manager and board must assume leadership roles in organizing these objectives into one consolidated strategic plan, keeping in mind the greater goals of the organization. By leading a club-wide communications assessment, club management and the board will gain a deeper understanding of its members’ needs and where potential knowledge gaps exist in the club’s current strategy. Only then can club leadership begin to accurately investigate the appropriate mechanisms to deliver the value that members expect, through member-desired methods including new media, social media, mobile technology and other vehicles currently gaining momentum in today’s communications landscape.
By leveraging the right tools, maintaining ongoing evaluations of your program’s effectiveness, and truly getting “on board” with communications leadership, your club will be well on its way to a more active and engaged membership.
Stephen Ready is President and CEO of VCT Communications, a lifestyle-driven communications firm. Stephen can be reached at (617)566-7055 ext 212 or [email protected]. For more information on VCT, visit: www.vctcorp.com.