Sector and AuSAE News

  • 22 Oct 2021 5:00 AM | Brett Jeffery, CAE (Administrator)

    Professionalism isn’t just about choice of attire—it encompasses diversity and personal discussions too. As people return to the office, the topic promises to get complicated. Here are some tips on how to navigate.

    After a year and a half of people regularly wearing dress shirts with sweatpants, you weren’t expecting everything to go back to the way it was in the office before the pandemic, were you?

    The pandemic and other major events over the past year shifted expectations for what professionalism means. As offices reopen—and as some workers stay remote—this multidimensional issue gives leaders a lot to think about. Here are some considerations for organizations trying to discover what “professional” means to them now:

    See professionalism through the lens of DEI. Being professional in a work environment might be seen as a basic requirement, but the guidelines of what exactly constitutes professionalism have traditionally forced people to behave in a way that caters to the dominant culture. In recent years, however, some cultural observers, such as Stanford Social Innovation Review contributor Aysa Gray, have questioned professionalism as forcing a culture that “explicitly and implicitly privileges whiteness and discriminates against non-Western and non-white professionalism.” With that in mind, now might be a good time to consider whether professional standards are serving all of your workforce.

    Make room for discussions of family and personal challenges. Millions of people contracted COVID-19, and there’s a good chance that the virus directly affected some in your office. But even if they remained physically healthy, your employees may have suffered in other ways—mental health and substance abuse issues were heightened during this period, and those concerns don’t necessarily vanish with a vaccine. Traditionally, “professionalism” has discouraged these discussions, based on a theory called Protestant Relational Ideology, which sets aside personal concerns to focus on the work at hand. But after a tough year where many families had to manage Zoom calls around children stuck at home, there may need to be more room for personal discussions when they emerge in the workplace.

    Accept that difficult discussions might happen. Perhaps it was inevitable that a company like Basecamp would run into a conflict over political discourse in the workplace (ironically, this unfolded on the platform the company developed to boost productivity). But the conflict resulted in something that was not inevitable: mass resignations. Perhaps the key for associations hoping to avoid this is to build a culture that can handle those discussions in meaningful ways—and to avoid banning political discussions.

    Let your employees get a little more casual. Businesswear often took a back seat over Zoom (sweatpants and button-down combos aside). As people head back to the office, they may buck against a return to business attire. This might be even more of an issue for offices operating in a hybrid model: With recent studies finding that most people working remotely don’t adhere to a dress code, enforcing a strict dress code for in-office workers sets an inconsistent standard. (Luckily, clothing makers are adapting, according to The Wall Street Journal [subscription], with some retailers offering “hybrid dressing” that combines professional with casual.)

    Embrace a diversity of emotions. Diversity isn’t limited to demographics. It can also be about how employees feel and react to things, and that not everyone sees eye to eye on everything. As Associations Now blogger Mark Athitakis wrote in January, the pandemic offered us a reset on emotional diversity, allowing leaders to shift away from attempting to emotionally align teams. “Perhaps a better place to start is to double-check that you know where your people are emotionally in the first place,” he wrote. “And if there’s a silver lining in 2020 when it comes to management, we’re doing a better job at prioritizing that.”

    Originally posted here

  • 22 Oct 2021 4:47 AM | Brett Jeffery, CAE (Administrator)

    The pandemic created much economic uncertainty for associations. With some sponsorship programs not providing the return on investment that partners sought, associations should take a measured approach when addressing partner concerns.

    If your sponsorship program suffered over the last year, you are not alone. Association leaders are asking what to say to their sponsors because of the uncertainties regarding COVID-19. They know that remaining silent is not the answer. Yet, they struggle with the best approach.

    A major mistake when communicating with sponsors is to focus on your own organization and what you have to offer. However, if you change your approach and instead focus on the needs, desires, and motivations of your sponsors, you’re more likely to secure funding from them. This means asking your top sponsors questions. I recommend the S.C.O.R.E approach, the acronym I use when coaching association staff on sponsorship outreach. We’ll go through it here.

    Find out how sponsors work with others by saying, “Please tell me about your most rewarding partnership.” Their response will provide a roadmap of what benefits your association can offer. 


    No matter how well you know your sponsor, now is a time to check in on their current situation and show that you’re interested. Ask your contact at the company the following questions: Tell me about your role with the company? What are you trying to accomplish now? How does your department interact with other areas at your company?


    While COVID-19 has changed for everyone, people are sometimes reluctant to share challenges. Find out how the company changed during this time. Ask how interactions with prospects and customers have changed. Learn how this has affected the sponsor on a business and personal level. This is an opportunity to discuss business and personal experiences. Briefly sharing challenges and issues you have dealt with is likely to strengthen the relationship.

    Objectives and Obstacles

    A natural next step is to focus in on the sponsor’s objectives, goals, and future ambitions. These include plans for this year and next, how they are targeting and reaching prospects, and what marketing channels they are using.

    Once they have shared their objectives, it is far easier to ask about problems or obstacles. Consider these questions:

    • In trying to reach your target audience, what are the biggest hurdles? (Yes, lack of live events will be the first one. Probe to find out how they are adapting.)
    • What is the impact?
    • What is getting in the way?
    • How have you responded?
    • What happens to you and the company if you are unable to solve them?

    When asking these questions, showing curiosity and concern builds trust. The responses can reveal information about the company’s budgeting, staffing, and decision-making process, along with obstacles they are facing. This sets you up to offer relevant sponsorship solutions.


    Find out how they work with others by saying, “Please tell me about your most rewarding partnership.” Their response will provide a roadmap of what benefits your association can offer. Questions to consider:

    • What stands out about this relationship?
    • Why is this relationship valuable?
    • What do you view as the key benefit?
    • Why did your company establish this partnership?
    • Who within your company was involved in the partnership?

    If the answers to these questions are unclear, it means that your contact may not be the decision-maker or that the company lacks sponsorship experience and is not a strong prospect. Determine which situation you’re in and then either work toward finding the right person or presenting an introductory offer that’s more in line with this organization’s capability. 


    In wrapping up your questions, you want to understand what success looks like. How would your contact envision a successful relationship a year or two down the line? Let them describe success and explain how they think, feel, and act.

    As your contact is describing success, they will subconsciously or consciously view you and your association as helping them reach their goals. This is exactly where you want to be. At this point, you should have enough information to either present benefits and ask for support or defer the actual request to a second meeting when you’ve had time to create a package that will meet or exceed their needs.

    By following this model, you’ll create stronger and deeper bonds with your contact, which will ultimately build additional sponsorship support for your association.

    Originally posted here

    October 20, 2021By: Lewis Flax

  • 11 Oct 2021 12:22 PM | Sarah Gamble (Administrator)

    Advanced Solutions International (ASI), the provider of iMIS the world’s #1 SaaS solution for associations and non-profits and AuSAE Premium Alliance Partner — announced today that its 2022 Global Membership Performance Benchmark Survey is now open, and responses will be accepted through Friday, 5 November 2021.  Take the survey here.

    This is ASI’s 7th annual survey of association and membership organisation executives from the United States, Asia-Pacific, Canada, and Europe/Middle East/India/Africa (EMEIA).  It explores how association executives are managing member engagement and retention, achieving operational goals, crafting digital transformation strategies, and coping with the ongoing effects of the COVID-19 global pandemic.

    Since 2015, ASI has received nearly 3,000 survey responses from membership professionals.  This year’s survey takes just 5-10 minutes to complete, and all responses are confidential.  Survey participants will receive an advance copy of the findings before they are made public in the highly anticipated annual benchmark report that will be published in the first quarter of 2022. 

    About ASI
    ASI is a leading global provider of cloud software and services for associations and non-profits. We help clients digitally transform, streamline operations, and grow revenue through industry expertise, best-practice advice, and high-quality SaaS solutions. Our portfolio of solutions includes iMIS — the only engagement management system (EMS) purpose-built for associations and non-profits — and TopClass LMS by WBT Systems — the #1 association and continuing education learning management system. 

    ASI is proud to be an AuSAE Premium Alliance Partner.  Learn more at

  • 08 Oct 2021 10:31 AM | Brett Jeffery, CAE (Administrator)

    Associations offering trial memberships need to make sure the trial is appealing enough for people to see value in upgrading, says membership expert Joy Duling.

    Bringing in new members via a discount or a free trial can be a real kick in the pants for your engagement—but it needs considerable thought before it launches if you want temporary members to stick around.

    Joy Duling, CEO of The Joy of Membership, says that associations often set up free or trial memberships that can bring in new potential members and boost advocacy engagement.

    Duling says that strategies like this can be effective if associations know what their goals are for offering a trial, with a keen eye on how it will convert trial members to long-term ones.

    “If an organisation is looking at free memberships, it all goes back to thinking about why,” Duling says. “Why do we need free? Is it so that we can give a little tease, or is there another way to do that?”

    A few insights on the matter when structuring your own offering:

    Target specific groups. Whether it’s students, those new to the industry, or retirees, putting a narrow scope on who you’re targeting with trial memberships can help you round out your base or boost participation for specific initiatives. Duling says that this kind of membership structure may be useful if, for example, you’re looking to increase your advocacy efforts or build a talent pipeline in your field.

    Consider charging a nominal fee. Just because it’s a trial doesn’t mean it has to be free. In 2019, the International Public Safety Association offered the opportunity to test out its membership for just $5, giving trial members access to publications and webinars, and timing it to the group’s fifth anniversary that year.

    Don’t give away the whole thing. Duling warns that giving trial members access to your entire slate of member benefits may create challenges in trying to further incentivize them to stay with the organization. “I think that it is better to carve out a piece for the free members to have access to,” she says. “You really want to show three things: You want to show that you understand the problems that the target audience is facing, you want to show that you understand them and how they need to solve problems, and you want to show that you understand the path forward for them.” She says the goal is to show them value “while still encouraging them to take the next step.” One successful example: The Healthcare Financial Management Association offered a month-long trial that offered all membership benefits except access to the association’s print magazine, and found that nearly half of all trial members signed up for full membership.

    Build with an end date in mind. Whether the free or trial membership ends because, say, a student graduates from college, a startup reaches a certain level of revenue, or a promotional period has simply ended, it needs to end, Duling says. She compares the strategy to what Baskin-Robbins does with its little pink spoon, allowing customers a taste of the full offering. “I think the little pink spoon model works really well for free memberships,” she says. “The intent is not that you stand there all day and eat ice cream with your little pink spoon. You’re given a taste of what you actually like, and then you’re invited to eat the big bowl after you’ve had the little spoonful.”

    Analyze what’s working and what’s not. For organizations that already have a trial membership option but find the approach to be ineffective in converting members to full status, Duling suggests analyzing the process from the trial members’ perspective in an effort to understand what is most likely to lead them to take the next step. “I really find that a lot of organizations that haven’t been necessarily strategic in creating a free membership, they just lack that next step,” she says.


    Ernie Smith is the social media journalist for Associations Now, a former newspaper guy, and a man who is dangerous when armed with a good pun

    originally posted here

  • 30 Sep 2021 12:55 PM | Brett Jeffery, CAE (Administrator)

    If your association has an existing scholarship program for students in your industry or is considering starting one, here are a few ideas that can help ensure its beneficial to your organization and scholarship recipients.

    Does your organization have a scholarship program for students in your industry, or are you interested in launching one?

    “Scholarships are a powerful way to help attract, empower, and advance the future of our industry,” said Matthew Rosales, senior manager, scholarships and grants, at the National Restaurant Association Education Foundation.

    But thoughtful administration is necessary to ensure a return on your investment and impart positive change in alignment with your mission. Since the National Scholarship Providers Association (NSPA) is an expert in scholarship administration, we wanted to share tips for developing a successful program, along with some ideas from a few of our members.

    Scholarship Program Intent 

    When developing a scholarship program, consider what your association hopes to accomplish. That will determine which students to support and how best to support them. It will also help define program specifics, such as the resources required, activities to pursue, and potential benefits to recipients. 

    For example, the Association of International Certified Professional Accountants was looking to increase the number of future accountants in the pipeline, boost diversity in the accounting profession, and establish relationships with students.

    “We accomplish this by exposing high school students to the field and providing them with scholarships, supporting Black/African American and Hispanic accounting students, and giving students free memberships, with the hopes that those students become dues-paying members later in their careers,” said Edwin Gonzalez, scholarship program manager at the Association of International Certified Professional Accountants.

    Scholarship Program Administration

    Associations offering scholarships focus most of their administrative efforts on four key phases of the scholarship lifecycle: recruitment, application, selection, and awarding. 

    Recruitment. Strategic recruitment efforts can yield a robust pool of qualified applicants. When messaging and marketing, consider ideal candidates and tailor content and communications (including images) to target populations. Share information about your program with groups or organizations that serve the types of students you’re looking to support. 

    Application. Include application questions that collect must-have demographic and educational data, as well as those that generate information that help determine the strength of an applicant’s fit with the scholarship opportunity. Through written or video essay prompts, for instance, applicants can share about their interests in the industry or their involvement in the field to date. 

    Selection. This should reflect program intent. Selection criteria and tools such as rubrics or scorecards should allow evaluators to assess how applicants compare to ideal recipients. Build and steward relationships with members by inviting them to participate in the selection process, and feature award winners in your member communications.

    “We highlight scholars in our member communications and issue press releases on each cohort, showcasing them in national accounting and business publications,” Gonzalez said.

    Awarding. The size and scope of awards depend in part on what the association hopes to accomplish. Consider the intended impact, then define which expenses the scholarship will cover to determine a meaningful award amount. An association can disburse award payments directly or outsource that aspect of scholarship administration to another organization. 

    Accountability in Scholarship Program Administration

    Scholarship providers must abide by relevant federal, state, and local laws governing scholarship provision. Such regulations include student records release and retention, IRS reporting, and more. NSPA recommends that associations consult their legal counsel and tax attorneys for advice specific to their organizations and activities. 

    Associations that offer scholarships should also adhere to the highest ethical standards. In particular, ensure ethical conduct in the areas of student information collection and protection, conflict of interest, bias, equity, and selection. Also document policies, procedures, and examples of exceptions to such rules. 

    Program evaluation can provide further accountability. Develop a framework for collecting and analyzing information about program activities and outcomes; then use that information to track progress towards identified goals (and pivot as needed).

    “Make sure to routinely compare your scholarship recipients’ demographics against your industry’s demographics to see how your breakdowns compare against the industry at large. This act of benchmarking will give your organization a better perspective of what segments of the population are underrepresented in either the industry or within your own scholarship constituency,” said Rosales. “It is good practice to regularly review your application and selection processes to identify ways to help support more students from underrepresented communities within your industry. Additionally, this may also help show where your industry may be lacking in terms of specific demographic representation.”

    By taking these steps, your association is sure to get a strong start to its scholarship program or improve its current one.

    Originally posted here

  • 24 Sep 2021 5:18 AM | Brett Jeffery, CAE (Administrator)

    Thinking like a chief executive and other C-suite staff isn’t only for CEO and CAE aspirants. Applying an expansive view to the work you do now is a great way to add value and realize professional fulfillment.

     The helicopter view, cultural cultivation, and digital-inclusive decision making are three key threads among the many woven through the newest edition of ASAE Professional Practices in Association Management, a handbook for the field and critical CAE candidate reading. The book’s narrative assumes an executive lens, which isn’t a bad way to think about the work you do now and could be critically important to the roles you want in the future.

    As in other fields, the association management body of knowledge is codified through a regularly recurring job task analysis, which underpins the CAE content outline, updated literature, learning programs, and other resources. Professional Practices in Association Management is a key installment in the field’s literature. ASAE published the fourth edition in February 2021.

    Edited by Susan S. Radwan, CAE, Professional Practices covers topics ranging from boards and governance to digital communication strategy to membership and engagement. All the while, the 65 contributing authors reinforce executive responsibilities as mission stewards, risk managers, idea brokers, and myriad other roles. Here are three executive-mindset messages from the book, among many.

    Take the Helicopter View

    A systems-thinking perspective is necessary both for successfully navigating the CAE exam and for executive management. As Radwan writes early in the book, “systems thinking can be likened to holding a ‘helicopter view’ of a situation or decision”—that is, high enough to comprehend what is at ground level, understand interrelationships, and see the destination, but not so high as to lose touch with reality. Chief staff executives ask questions such as these:

    • How does this moment affect our strategic positioning, our branding, our alignment with mission, and our alignment with the strategic plan?
    • How does our response to this moment align with the desired culture of the organization?
    • What unintended consequences will occur in reaction to this decision?

    Likewise, taking a helicopter view encompasses foresight, or the discipline of learning about and preparing for alternative futures and their implications. Writes Jeff De Cagna, FRSA, FASAE, “By building future literacy through the duty of foresight (and the intentional learning it requires), [chief staff executives] can minimize the fear of the future that might otherwise leave their boards in paralysis.”

    The 'helicopter view' is high enough to comprehend what is at ground level, understand interrelationships, and see the destination, but not so high as to lose touch with reality.

    Cultivate Healthy Culture

    Winning culture starts at the top, because good governance is crucial to organizational health and performance, as documented in ASAE Research Foundation studies. As Beth Gazley, Ph.D., a principal researcher on those studies, writes, “Good board structure supports good board culture, but only with a healthy culture does the right structure emerge.”

    Similarly, a clearly envisioned and embraced culture is vital at every level. Authors encourage zeroing in on the cultural elements that drive desired performance. As Trevor Mitchell, MBA, CDP, CAE, writes, “Culture and performance need one another to be successful. You could have the best vision and strategy for the organization, along with clearly articulated milestones and measurements. Yet if you don’t have the culture to support this direction and demand the desired performance, you will most likely stall out. At best, you will have incremental success.”

    As other authors emphasize, organizational culture must be strategically aligned and pivot-ready, and the talent you hire also must be culturally aligned. Further, in 2021, organizations cannot be their best if they do not embrace and engage diverse perspectives and inclusivity—not merely as tasks but as part of their very fabric.

    Make Digital-Inclusive Decisions

    “Digital first” is hardly a foreign concept today, but it bears emphasis, because technology, digital approaches, and business strategy and decisions are inseparable. Writes Prabhash Shrestha, MS, PMP, CAE, “The association’s long-term sustainable value to customers, members, and nonmembers alike will be created only by unifying business, operation, and technology strategies to cocreate exponential value. As such, technology must be part of every association’s business strategy.”

    Originally posted here

  • 24 Sep 2021 5:12 AM | Brett Jeffery, CAE (Administrator)

    All associations want exhibitors to have a good experience and generate leads at their virtual events. So what can organizers do to help? After reviewing 461 virtual conferences, virtual and hybrid events platform Swapcard offered 10 data-backed recommendations in “The Business of Virtual Events: How to Close Business Deals at a Virtual Event, According to Data.” Here’s a look at five of them.

    Encourage interactions before the event. Swapcard data reveals that in the days leading up to a virtual tradeshow, up to 28 percent of the time attendees spend exploring the platform is devoted to browsing exhibitors. That means exhibitors can capitalize on attendee interest before the show opens. Because of this, organizers should open the platform ahead of time and implement an effective communication strategy that urges exhibitors and attendees to use the platform in advance of an event.

    Extend the event lifecycle. Inbound messages and requests from attendees to exhibitors peak after a tradeshow, meaning crucial business opportunities fall into their laps once the event is over. Organizers should consider creating year-round communities where networking opportunities remain available outside the confines of the live event.

    Offer sponsored session opportunities to exhibitors. During a one-day virtual conference, more than 40 percent of exhibitor leads came from attendees who watched a sponsored session; for a two-day conference, it was 50 percent, according to the report. Associations should review their sponsorship packages and offer exhibitors the option to sponsor sessions. “Speaking at a sponsored session will position exhibitors as experts on a particular topic, making them more credible to attendees,” the report states.

    Emphasize the power of virtual booths. The research shows that, of all business closed during virtual tradeshows, 30 to 45 percent happens at the virtual booth. Exhibitors should make their virtual booths immersive and interactive, while organizers should provide tips on creating virtual booths that are appealing and customized.

    Promote subtle networking. Although there are many different sales styles, exhibitor messages in virtual platforms that are too pushy or “sales-y” don’t work. For example, according to the report, 64.8 percent of meeting requests that were accompanied by generic sales messages were not accepted. Organizers should stress to exhibitors the importance of subtle outreach and make them aware of the features on the event platform that will help them connect with attendees in this way.

    Originally posted here

  • 24 Sep 2021 5:06 AM | Brett Jeffery, CAE (Administrator)

    Sparking better member engagement is all about talking like real people do in everyday life. Conversations are not one-sided—they are a give and take—a concept that is often absent in member communications. Here’s how to do better.

    Communicating with members like we do with people in the real world sounds easy. But something gets lost in translation when we write emails, even when we try to make them more personal by using a person’s first name in the salutation.

    You can personalize emails in any system, but “it’s not personal, it’s a mail merge,” says Dave Will, cofounder and CEO of PropFuel, a conversational engagement platform. “The way you make something personal is by creating a way for somebody to interact with you.”


    When you ask a question, listen to what the person says, and then take action. You won’t know what kind of action to take unless you hear what they have to say. “That’s how humans interact,” he says. “But we don’t treat our members like that.” The idea is to spark a conversation.

    The way to engage members is to start with a question—not a rhetorical question—but something like: “Your membership expired 30 days ago. Are you planning to renew?” If the answer is no, find out why not. If the answer is yes, then find out why they haven’t renewed yet and give them the link to renew.


    “You’re talking to members with a human approach to conversation and engagement, you’re not using a digital approach,” Will says. It’s replicating the way people talk to each other rather than having a more transactional correspondence. “If you make it more like what you would say to someone in everyday conversation, then you’re more likely to get a response,” he says. “Stop thinking like a broadcast system and start thinking like a human.”


    Members are getting an individualized experience with the association. If you ask them a dozen questions over the course of a year, every member will take their own journey through their member experience based on how they answered questions about what’s important to them. Some might be focused on getting professional certification, while others might want to get a better job.

    Associations will double the level of engagement because members will engage more. “They’re going to sign up for more things, renew faster, and take more action because they’re actually engaged in a conversation as opposed to deleting an email,” Will says.

    Article originally posted here

  • 22 Sep 2021 10:42 AM | Sarah Gamble (Administrator)

    The event industry has changed rapidly over the last 18 months as a result of Covid-19. Disruption has impacted event organisers, venues, and suppliers alike.

    We are seeking to better understand the event landscape over the next two years; what is on the horizon, and what do those organising events, big or small, need or want that might be different to that past?

    Participate in our survey for a chance to win one of five $200 pre-paid VISA cards.

    CLICK HERE to participate

    We would greatly appreciate your involvement in this important research project which will help shape the future of MCEC, providing the best possible experience to organisers and attendees.

    Research is being run on our behalf by TKP, an independent research agency. For more information, please contact Samantha Bell from TKP at, or Florence Aimonetti from MCEC at

    Answers will be confidential. You can find TKP’s Privacy Policy here.

    We thank you and look forward to your participation!

  • 17 Sep 2021 5:25 AM | Brett Jeffery, CAE (Administrator)

    Many associations spent 2020 giving their webinars away for a free. However, a new report suggests organisations should offer a mix of both paid and free webinars to help boost nondues revenue.

    With many associations looking for additional ways to generate revenue as they try to recover from the economic turmoil of COVID-19, some are turning their attention to monetizing webinars. Tagoras, an educational consultancy that produces the Leading Learning podcast, recently surveyed associations and nonprofits about how they price webinars and the revenue they generate. The research sheds some light on what practices are working and where organizations might want to concentrate moving forward.

    “A lot of organizations worry that you can’t charge for webinars at this point,” said Jeff Cobb, Tagoras managing director and cohost of the Leading Learning Podcast. “But it’s clear that organizations are able to charge at a pretty reasonable rate, and that they can both charge for webinars and get sponsorship for webinars.”

    The survey data showed many organizations have hosted free webinars, while others charge regularly for them. The good news is that an association’s webinar pricing strategy doesn’t have to be either free or paid. They can do a mix.

    “You’re able to do the combination of charging fees for some webinars, getting sponsorship for other webinars, and having a strong portfolio of some free, more content-marketing webinars,” he said. “The key there is managing those strategically, as differently positioned offerings. You don’t want there to be confusion between your free webinars and your paid webinars.”

    So, how does an organization clearly distinguish between something members need to pay for versus something they should expect for free? Cobb says it comes down to two areas: content and branding.

    “If it’s primarily informational, it may also be primarily a form of content marketing, or a touchpoint with your audience that you get a lot more mileage out of not charging for it,” Cobb said. “You’re putting it out there as a free resource from your organization.”

    However, Cobb said when the content is something “more unique to your organization or to the subject matter experts that you have access to” or something “that really is going to give people very applicable knowledge or help them learn a new skill, that is when you start thinking, ‘Yes, we need to be charging for this.’”

    In terms of branding, anything an organization is charging for shouldn’t be called a webinar.

    “Webinar itself, at this point, is a highly generic term, and in people’s minds, they expect something called a webinar to be free,” he said. “Take those things that you might have called webinars—things that offer a higher value and you really have a strong case for charging for them—and consider calling them something else, even something as simple as an online workshop or training.”


    According to the study, webinar pricing varied based on length and type of organization offering it. When Tagoras averaged it out, a one-hour webinar fell in the $40-$75 price range for participants. On the sponsorship side, pricing ranged from $2,400 to $11,000. However, Cobb said associations shouldn’t use this data as starting point for their pricing.

    “You have to consider: How does the webinar compare to other education content or events that you’re offering?” Cobb said. “Where do webinars fit into your overall portfolio? And you have to make sure that what you are charging for that webinar aligns with what you’re charging in other places for other ways that you’re delivering value to your members.”

    In terms of sponsor benefits, most were allowed to include their logo and linked text, were given an opportunity to present, and provided with a list of registrants. Cobb added that with registration lists, organizations should consider how to manage the process so they feel comfortable and participants do as well.

    One area that was surprising in the research was the practice of group registration—where businesses registered several employees for webinars. “If you don’t have a group registration strategy, I would definitely look at that,” Cobb said.

    Organizations who are doing group registration often provide conversation guides for the participants to use after the webinar. “It doesn’t have to be complicated. It can just be: Here are three points to discuss after the webinar together,” Cobb said. “It helps people remember what happened in the webinar a lot better. It helps people get more value out of it, and it helps them bond with each other and bond more as an organization.”

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