Association Success
APRIL 11, 2020
Associations who recognize their bottom lines will take a huge hit from lost revenue they anticipated from their annual conference are rethinking their positions on event cancellation insurance. Future event cancellation coverage will cost more based on what’s happening now.”. We’re in the middle of a forest fire right now.
Tom Morrison
JANUARY 15, 2014
There is a lack of innovation, seeking out member''s business needs, and listening for those things that could be huge drivers to member engagement, expanded revenues, and rising net worth. After the 2009 economic bust, every non-profit should be doing everything it can to enhance revenue streams to build its reserve funds.
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Tom Morrison
SEPTEMBER 23, 2013
All of the above are pieces to a new revenue model called, “Repurpose, Repackage, Reuse,” to selling knowledge to your members. By repurposing, repackaging and reusing content, it has enhanced our member engagement and increased our revenue per member from $1,500 in 2006 to $2,200 in 2013. That was huge!
Reid All About it
JULY 21, 2017
I can vouch that it’s led to incredible growth in his personal and professional network, as well as ideas that have contributed to creating over 1,500% growth in his association since he started attending Annual in 2006. Recognize the difference between soft and hard costs. Watch/participate live or view the recording.
Idea Architects
JULY 23, 2012
in order to generate extra revenues. reduced cost courtesy of others’ doing the underwriting. As a result, the registration fee or product cost individuals have been paying hasn’t had to carry the full value proposition of the event or product itself. Dec 2006 (3). Oct 2006 (1). Sep 2006 (4).
Associations Now
JULY 20, 2016
This triggered some cost comparisons among users between Evernote and its emerging competitors , but a more critical reaction came from Tom Petrocelli at CMS Wire , who argued that Evernote’s changes reveal the fundamental faults in the freemium business model itself. These changes have all the earmarks of desperate cost-cutting.
Tom Morrison
JULY 30, 2014
You see, in 2006 we decided the number one strategy in the strategic plan was to put members FIRST.do Look at our key numbers and the increase since 2006: Membership Increase: 13% Dues: 25% Revenue Per Member: 33% Non-Dues Revenue: 132% Associate Sponsorships: 68% Net Worth: 1,058% 98.5%
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