WHITE PAPER

BRANDING

HOW ASSOCIATIONS
CAN CREATE AN
INDISPENSABLE BRAND
...AND WHY MOST DONT
Bill Jerome
Vice President/Chief Strategy Officer

Page Stull
Group Account Director
Marketing General Inc.

PAGE 2

HOW ASSOCIATIONS CAN CREATE AN INDISPENSABLE BRAND

SUMMER 2009

NOW MORE THAN EVER!

A strong brand is one of the greatest assets of an organization. It creates
value both within the marketplace and within an organization. It creates
motivation both for consumers (members or customers) to support an
organization and for employees and volunteers to passionately contribute to
its growth.
A STRONG BRAND CAN PROSPER
IN BOTH RECESSIONS AND BOOM
ECONOMIES.

A strong, established brand helps an organization prosper in any

economic environment. In prosperous and boom times, it can stand out
among the competition in a cluttered advertising space. In periods of
recession or stagnation, it can create a message of necessity or refuge. By
establishing the importance of the products and services relevant to its
audience, a brand can lift an organization above its competitive
environment and allow for immediate and long-term prosperity.
This paper will enable an association to build a strong brand by
outlining the power of a brand, the mistakes associations make in
developing their brand, the key measurements that lead to the strongest
brand for an association, and the appropriate steps to identify and promote
an associations unique and ultimate brand.

INSIGHT I: THE PRESENCE OF A BRAND

A STRONG CONSISTENT BRAND
CAN CREATE A PREEMPTIVE
POSITION.

One of the worlds most powerful brands is Coca-Cola, with an

estimated brand value of around $50 billion1. Recently, a history of Super
Bowl commercials was broadcast. It was interesting how often Coke has
changed their slogans, taglines, and even the tone of their ads. A small
sample of taglines includes A Coke and A Smile, Its the Real Thing,
the recent The Coke Side of Life, and the current Open Happiness.
Through the years, spokespersons have ranged from Santa Clause to Max
Headroom to an international group of hillside singers to Bill Cosby.
The Coke brand has been built on the image of delivering a special, fun,
refreshing, emotional experience. You cant imagine a family get-together
without Coke. Their sponsorships reinforce it. Their ads are always noncontroversial. When Pepsi tried to represent Coke as stodgy or out-of-date, the
ads were often entertaining, but were seldom effective in dethroning Coke.
In fact, the biggest threat to Cokes brand was self-inflicted on April
23, 1985, when Coke decided to compete on the sweetness of a new
formula. The resulting New Coke was one of the largest commercial
disasters and resulted in a loss of image, reduced sales, and the sacrifice of
Bill Cosby as their celebrity endorser. Coke quickly reverted back to the
formula, actions, message, quality, style, and values that they always stood
for and to this day, it is how they stand out.
1

The value of the Coke brand was estimated at $67 billion in 2006 by Interbrand and
BusinessWeek and at $44 billion in 2007 by MillwardBrown Optimor in the BrandZ top
100 ranking.

SUMMER 2009

HOW ASSOCIATIONS CAN CREATE AN INDISPENSABLE BRAND

PAGE 3

The Depth of a Brand

So what does this mean for an association? First, a brand is more than
just a tagline. Second, the strength of a brand lies in an organizations
ability to consistently meet customer or member expectations in the areas
most important to them. The brand is reinforced by its ability to
communicate and deliver on that commitment.

A BRANDS STRENGTH LIES IN

EXCEEDING CUSTOMER OR
MEMBER EXPECTATIONS.

Historically, organizations, especially associations, have more often

than not misunderstood the basis for a brand. They invest extensive time
and money on things that really do not create a true brand. Many
mistakenly feel a unique brand is just a result of communication elements.
Others think that it is simply a tagline or look in their materials. Some
arent sure what it is or how to develop one. Still others simply assume that
their brand will develop over time as they continue to offer or improve
their programs and try to grow their membership.
But a brand is like a child: something that brings you great joy,
something that changes the focus of what you do, and something you cant
just let develop on its own. Developed effectively, the brand drives what
your association does (and doesnt do). It is the benchmark for adding,
revising, or dropping programs, and ultimately can (and should) create a
sense of indispensability (the greatest goal for any association) with your
members, sponsors, and advocacy partners.

AN ASSOCIATIONS BRAND
SHOULD DRIVE THE ENTIRE
ASSOCIATION.

So, How Do You Develop a Strong BRAND?

It starts with a commitment to what a brand is.
A brand is the ingrained impression of what your most important
audience believes is the core value your association continuously and
uniquely provides.
Another way of looking at itit delivers the mission statement:
Our association allows X (a specific audience) to do or experience Y
(the key benefit of being a member) by providing or delivering Z (the
unique services, programs, or methodology that makes your members
successful) in a manner that no other association can match.
This definition reflects three elements:
1) A brand is an ingrained impression. This means that the brand
reflects a deep belief. It may start with an assumption, but it will be
imbedded through experience. Over time, this will be reinforced by
ongoing exposure through people, resources, or services. Whether this
impression is good or bad is a reflection of how well these experiences
meet member needs and expectations.
For example, when a department store promises to put its customers
first and goes out of its way to alter a suit and overnight it to an out-ofstate hotel within 24 hours, its brand becomes ingrained in that customers

A BRAND SHOULD CREATE AND

REINFORCE AN IMPRESSION.

PAGE 4

HOW ASSOCIATIONS CAN CREATE AN INDISPENSABLE BRAND

SUMMER 2009

mind. Such stories made the Nordstrom brand famous. When Sears
continues to replace tools over 10 years old, its clear that an unequalled
commitment to quality is a credible, driving force behind their brand.
On the other hand, when a home improvement store claims to make
home repairs easy, but expands beyond its ability to provide enough helpful
staff, its true brand changes from helpful to frustrating. When any service
organization fails to resolve issues within a reasonable time, when a friendly
airline starts to charge for additional bags or change of flights, or when a nohassle bank starts to charge for every service, then the experience conflicts with
the promise. These organizations still have a brand, but its changed for those
who have experienced itthe brand is not what the organization says it is.
A BRAND MUST FOCUS ON THE
NEEDS OF A SPECIFIC, DEFINED
AUDIENCE.

2) A brand is designed to meet the needs of a special audience.

Effective brands do not have to be household names. They only have to be
known and well perceived by prospects, customers, or members who have a
need for the organization. Not many people know the finest champagne, the
most effective heart monitoring equipment, or the university with the most
internationally recognized equestrian training department. However, there
are some select audiences who care about these things, and to them, PerrierJouet, Polar, and Houghton are top-of-mind.

A BRAND SHOULD PROVIDE A

CORE VALUE DELIVERED
CONSISTENTLY THROUGHOUT
THE ASSOCIATION.

3) A true brand delivers a value that the entire organization

continuously represents. The brand, its promise, and its realization
demands consistency through all employees, policies, materials, and
services. A brand takes life in an organization and transforms it into an
organismmaintaining its core values, but constantly improving to ensure
that shifting member expectations continue to be met within its mission.
Without this commitment, deviations from the brand become
commonplace. It only takes one deviation to affect the power of the brand,
which can happen to even the most recognized brands. Too many people
still remember the Chevrolet Vega (the stylish car with the disposable
motor) and Citibanks policy to charge customers to use personal tellers.
So, can an association create and maintain such strong impressions and
loyalty as other companies? The answer is a resounding yes. Most associations
may not be household names, but they dont need to be. They simply need to
become known for the critical value they offer to those special individuals
who need to belong.

THE POWER OF ASSOCIATION

BRANDS IS ACTUALLY STRONGER
THAN THAT OF MORE POPULARLY
KNOWN PRODUCTS.

Should associations give up on the idea of being top-of-mind to their

audience, since they feel they just cant spend the money to be known as
well as most companies? Well, consider that among some of the worlds
most commonly known or so-called powerful brands, repeat purchases
are usually made by less than 10% of their customers. These companies
cannot conceive of association retention figures of 80%, 90%, or even 95%!
It is not a question of if associations can establish some of the strongest
brands in the world. It is simply a question of how to go about it.

SUMMER 2009

HOW ASSOCIATIONS CAN CREATE AN INDISPENSABLE BRAND

For example, when fire captains become fire chiefs, they eagerly join
the International Association of Fire Chiefs. They aspire to be part of that
organization and they know that whenever they are contacted by the
association, it will be with information vital to their success. They have
eliminated fluff communications. Their brand is simple: key support and
information that will always be important, useful, and indispensable to firefighting leadership.

PAGE 5

ASSOCIATION BRANDS REFLECT

WHAT MAKES THEIR MEMBERS
SUCCESSFUL.

INSIGHT II: MISPERCEPTIONS OF BRAND

DEVELOPMENT
Based on what has been described as the essential elements of a brand, it
is unfortunate that most associations spend a lot of effort and money on things
that really dont build a brand. Before describing in detail how an association
can develop its most valuable brand, lets first look at some of the mistakes
and missteps many associations make.

Five Fallacies of Association Branding

1) Thinking the brand is a tagline. A tagline is best perceived as an
internal rallying cry. It can sometimes be a summary of the brand promise;
but too often, it is based on what makes leadership feel good, not on what
members expect. The biggest risk with a tagline project is that, at the end,
everyone thinks they now have a brand identity, when in fact, they usually
have only a slogan.

A BRAND IS MORE THAN

A TAGLINE.

2) Trying to copy package goods or more well-known companies as

an example of a good brand. The worlds for consumer goods and
associations are very different. One can be an impulse buy based mostly on
emotion. The other is one to which you may be trusting your career or
your next job. The decision process is different. The evaluation process for
loyalty is different. However, there is nothing wrong with building on
emotion or aspiration. But just make sure that the value proposition is clear
and that there is substance that supports the emotion.

THE BRANDING PROCESS FOR

ASSOCIATIONS DIFFERS FROM
COMPANIES BRANDING
STRATEGIES.

3) Thinking a powerful brand means that the man on the street

thinks of us whenever he thinks of our profession. As weve seen, few
associations need to be household names. And of those who are, does it
really matter? As well known as the American Medical Association is, and
for all the great services it offers to its members, how many patients ask a
doctor, Are you a member of the AMA? before they make an appointment? All that matters is that the relevant audience recognizes the value of
the association. They may be employers, sponsors, and supporters of the
profession, in addition to members.

POWERFUL ASSOCIATION BRANDS

ARE NOTAND DONT NEED TO
BEHOUSEHOLD NAMES.

PAGE 6

HOW ASSOCIATIONS CAN CREATE AN INDISPENSABLE BRAND

STRONG BRANDS ONLY START

WITH THE LEADERSHIP.

SUMMER 2009

4) Thinking that the best brand depends on what the leadership thinks.
Indeed, good leaders drive an association with their insights and vision.
However, even experienced leadership is not always in touch with all the
needs of the current membership. Too often leaders refer to the typical
member and develop a brand vision that fits an average perception. However,
usually there are many distinct segments, each of which desires a very specific
brand value. This is why so many first-year members do not renew: their
perceptions and needs are not being served under an umbrella brand which
treats all members alike.
Dominos Pizza is a very successful brand, centering on delivering a
family meal or a party menu quickly and conveniently. It also serves a variety
of food options. However, if left to the original brand vision of the leadership,
it would be delivering only cheese and pepperoni pizza (as the founders
wanted to hold to a brand that focused on quick delivery, not variety).
Fortunately, they stayed in touch with the needs of a growing customer base
and altered their brand accordingly.

A BRAND DOES NOT REFLECT, OR

EVEN REQUIRE, A COMMON LOOK.

5) Concentrating on a consistent look and calling it a brand. For

many associations, the commissioning of a branding initiative simply
means developing a look: a new logo, a set of color standards, or a website
layout. They become more dedicated to policing design than to evolving
their value proposition. It may be important for members to recognize that
materials come from their association, but it is far more important that they
understand why membership is critical to their success or enjoyment.
Logos and web design can indeed be a part of the branding process.
The problem is when they become the sole measurement of the brand or
the branding process. Another problem is that they are the wrong things to
focus on in developing the brand. Too often, they divert time and money
away from what is really important. Finally, in and of themselves, they
often create a false sense of accomplishment.

And the Biggest Mistake in Brand Development

STRONG BRANDS REFLECT A
STRONG ASPIRATIONAL VISION.

Many associations settle for a brand of What Is instead of aspiring

for a brand of What Could Be. The traditional corporate approach
toward brand development accepts lower loyalty and less demanding
expectations of the marketplace. This is why many consumer products
even those which offer a supposedly unique benefitaccept repurchase
rates in the single digits.
Heres an example: a few years ago, a dog food brand manager spoke
about her customer loyalty. She was ecstatic that 15% of first-time buyers
made a second purchase, which was then followed by additional decreases
in repurchase. When asked why she accepted this behavior, she stated
simply, Why shouldnt I? I have the second highest repurchase rate in the
industry! She saw nothing wrong with the fact that more than 85% of the
people who initally bought her product saw no benefit in doing so again.

SUMMER 2009

HOW ASSOCIATIONS CAN CREATE AN INDISPENSABLE BRAND

PAGE 7

She simply did not have a vision or the mindset that she could achieve
anything higher.
Associations, on the other hand, enjoy average renewal rates of around
85%. They achieve this because they have unique opportunities to create
trust and develop a relationship between members and their associations.
Take that, corporate brands!
But such loyalty carries high demands and expectations. Associations
cannot settle for a brand that simply describes benefits. Association
brands need to step up and form a genuine sense and commitment toward
indispensability. If achieved and delivered in a program that meets the
changing needs of progressing members, there is little or no reason
associations cannot keep their members for life.

ASSOCIATION LEADERSHIP
SHOULD DEMAND BRAND
EXECUTION THAT CREATES A
SENSE OF INDISPENSABILITY.

INSIGHT III: MEASUREMENTS OF A

POWERFUL ASSOCIATION BRAND
DEFINING AND ACHIEVING A UNIQUE
ASSOCIATION EXPERIENCE
To define its brand with these highest aspirations, an association
should focus first on its end objective. This means that an association must
look at a vision of its ultimate impact. It is the payoff of What can I do as
a member of this association that I couldnt do without it?

ASSOCIATION BRANDS ADDRESS

THE QUESTION, WHAT CAN I DO
NOW THAT I COULD NOT DO
WITHOUT MY MEMBERSHIP?

To assess how well an association is prepared to deliver its most

powerful brand position, it should take four steps which also answer four
questions:
1) Incorporate the organizations mission and confirm the vision of
what the organization stands for. This examines the overall purpose from
the members standpoint. It answers the question, What does the association
stand for that is important to me?

MEMBERS SHOULD BE ABLE TO

ANSWER FOUR KEY QUESTIONS.

2) Identify the key elements of indispensability. What does or what

can the organization do that makes it and its programs absolutely essential
for the personal and/or professional success of its audience. This addresses
the issue, What can I do now that I could not do before I became a member?

Benefits Delivery
Mission/Vision

Indispensability Uniqueness

Benefits Delivery

AN ASSOCIATION BRAND IS A
COMBINATION OF THE MISSION,
CRITERIA FOR INDISPENSABILITY,
UNIQUE RESOURCES, AND THE
DELIVERY OF BENEFITS.

PAGE 8

HOW ASSOCIATIONS CAN CREATE AN INDISPENSABLE BRAND

SUMMER 2009

3) Leverage or define what is unique about the organization that

makes it a category of one delivering its mission in an indispensable
manner. This incorporates, What does this association do that no other
association can do?
4) Ensure that the associations benefits are delivered in a manner
that meets or exceeds the members expectations. It does not take a
chance that members may or may not experience what will make the
association indispensableit drives the members experience. This enables
the member to understand, How does the association fulfill its mission so that
I easily enjoy all the benefits I need?

INSIGHT IV: THE BRANDING PROCESS

FINDING YOUR UNIQUE BRAND
A POWERFUL ASSOCIATION BRAND
INTEGRATES ITS UNIQUE MISSION
WITH ITS UNIQUE MEMBERSHIP
COMMUNITY.

Now that we know the mistakes to avoid and the ways to measure the
brand, how does an association go about defining its unique position? How
does it formulate and then summarize its value proposition and brand?
How does it ensure that the brand aligns the vision of an often
transitionary leadership and the ongoing needs of its members and
constituency?
The answer lies in a four-part process that leverages the insights and
perspectives of the two elements that make each association unique: a
mission-driven leadership and its membership community. The process
involves quantifying the vision of the leadership, identifying the greatest needs
and expectations of the membership (and the association community),
measuring and improving the quality by which the association meets current
and future needs, and outlining strategies and programs to fulfill the brand.
1. Definition

A BRAND IS FULFILLED BY
DEFINING THE VISION,
DETERMINING SPECIFIC DEMANDS,
AND PERFECTING THE DELIVERY
OF WHAT IS MOST IMPORTANT TO
AN ASSOCIATIONS MEMBERSHIP.

4. Brand
Fulfillment

2. Demand

3. Delivery

1) Solidify the Leadership Definition

THE BRAND WILL DEMAND A
COMMITMENT FROM THE TOP, SO
START THERE IN DEFINING YOUR
BRAND.

The Association Brand Process starts with input from the associations
leadership. This includes the associations mission and the leaderships vision
as well as trends, research, expectations, resources, competition, and other
challenges that the association and its membership face. It creates a clear
understanding of what the brand looks like as it is fulfilled. This is the
Definition of the Brand. It is the framework of the ultimate goal and the
commitment to get there.

SUMMER 2009

HOW ASSOCIATIONS CAN CREATE AN INDISPENSABLE BRAND

This definition reflects the passion of the staff and volunteer leadership.
It includes the core basics of what the association will always represent. It
should also embrace the aspiration of the leadership in outlining what the
association will become to deliver the greatest impact on the profession or
industry. It also includes special goals for its members: what members
should think about the association, what they should believe about the
association, and what they should do as members of the association.

PAGE 9

THE ASSOCIATION BRAND IS NOT

A TOOL OF LEADERSHIP, BUT IT IS
THE PURPOSE THAT LEADERSHIP
RELENTLESSLY PURSUES.

This leadership definition should not be taken for granted. Recently,

the leadership of a major organization spent five days (and thousands of
dollars) on a retreat to refine their companys vision. Two months later, this
group of eight executives had five different definitions of their vision. An
aligned vision requires management skill and constant accountability.

2) Refine by the Membership

The next step identifies what is Demanded of the Brand by the
members and constituencies touched by the association. This is a
combination of insights from members, non-members, vendors, and others
in the association community.

THE LEADERSHIP DEFINITION IS

THEN MEASURED AND REFINED
BY WHAT MEMBERS DEMAND FOR
SUCCESS.

The association should identify what matters most to its members in

meeting their personal and professional needs. This includes why members
joined, what they expected, and how they measure the fulfillment of those
expectations. The association should also identify other associations
members have joined, the value they provide, and the most important
needs not provided (or not provided well) by any association.
Surveys are effective tools to reveal these needs. Surveys, however,
should not settle on measuring satisfaction. This will not discover loyalty
or unfulfilled needs. Rather, they should rate programs and services from
useless to critical to measure the indispensability ofrather than
contentment withthe association.
While members can reveal what drives loyalty through expectations
and indispensability surveys, an association should also explore what is
expected by other audiences (which might include sponsors, former
members, members of competitive associations, non-member participants,
employers, and donors) as well as its staff. This ensures a thorough
understanding and complete alignment around the brand. It should also
further refine the brand definition.
Often overlooked are the appropriate public relations segments and
outside audiences an association wishes to reach and influence for its
membership. If one purpose of an association is awareness and
appreciation of the profession by other segments, then the association
should track which articles, conferences, and topics those target audiences
desire. How others view an associations value is a key factor in defining
important aspects of the brands identification.

THE BRAND CAN ALSO REFLECT

THE EXPECTATIONS OF OTHER
AUDIENCES THAT INFLUENCE
MEMBERSHIP DECISIONS.

PAGE 10

HOW ASSOCIATIONS CAN CREATE AN INDISPENSABLE BRAND

SUMMER 2009

3) Measure Perceptions
Finally, the experience of the brand is established and clarified by
measuring the Delivery of the Brand. What can each audience expect in
tangible and intangible benefits? What can they expect from resources,
services, and communications to ensure that members fully use and
appreciate what the association provides? This all starts with insights
collected from indispensability surveys, which in addition to ranking what is
most important to members also reveal their current perceptions of how
well the association is delivering on those attributes through its specific
programs and services.
Former members will provide insightful clues about brand delivery by
comparing their expectations when they joined with their perceptions of
how the association under-delivered on those expectations.
THE BRAND STIMULATES EACH
DEPARTMENT TO BECOME A
COMPETITIVE ADVANTAGE.

This knowledge is then enhanced and incorporated into a process of

internal engagement. Here, each of the associations departments and
leaders are asked to present their own vision of how they deliver the
brand. Ultimately, this process creates a culture in which each department
identifies how it can become a competitive advantage for the association
and a source of indispensability for the membership and other audiences.

4) Fulfill the Brand

MANAGEMENT OF A BRAND
REFLECTS MEASURABLE
VISIONARY OBJECTIVES.

Through the brand development process, an association should be able

to clearly define its ultimate member value and impact. To assess whether
the brand is truly a guiding vision, association leaders should ensure that
the brand results in the following:
The core reasons of indispensability that tie the association to the
unique value that creates success throughout the community that no
other association can offer
The definition and fulfillment of the experience that everyone
should enjoy who comes into any kind of contact with the association
The measure against which to evaluate the focus, design, and impact
of current and potential programs, services, and resources
A rallying cry that excites and attracts members, supporters, and
influencers and stimulates the vision, innovation, and initiatives of
the internal staff
A description of what each audience segment can expect from its
contact with the association
A description of what the association can expect the leadership,
staff, and volunteers to consistently provide

SUMMER 2009

HOW ASSOCIATIONS CAN CREATE AN INDISPENSABLE BRAND

PAGE 11

An aspirational list of proof through programs that differentiate

the association from others, such as establishing the association as the
market expert or key influencer in advocacy or issues that are crucial
to the membership community
The net result is an accountability to a measurable member
experience. By shifting the brand approach to an experience focus,
associations are able to identify for themselves and their membership what
separates their association from the competition. It turns membership from
an interesting idea into a necessity.

THE BRAND IS ONLY SUCCESSFUL

WHEN EVALUATED FROM THE
MEMBERS VIEWPOINT.

From this process, it is then easy to create the slogans, taglines, look,
communications priorities, and conference strategies that communicate the
brand clearly and effectively.

THE FINAL WORD

Through this process of evaluation and development, an association
can create a brand that furthers its mission at the highest aspirations and
drives membership.
Qualified prospects want to join an association that serves their needs.
Unfortunately, too often associations dont clearly position themselves as
uniquely focused and truly able to provide what potential and even current
members most hunger for.

MEMBERS WANT TO JOIN AN

ASSOCIATION WITH A BRAND
DEDICATED TO THEIR NEEDS.

That is why the most effective brand process leverages the vision of its
leadership, but then affirms and refines it through the insights of each
audience including internal staff and volunteers as well as sponsors and
relevant media.
Correctly defined, a brand creates passion and excitement among the
associations staff by providing them with a focus and vision of what the
association is committed to deliver. Each department is capable of
becoming a competitive advantage for the association. New services and
programs are developed, knowing that they are appropriate and expected
by members. Communications not only provide information that members
can use, they also actively document and promote the associations success
in areas important to membership. Brand execution ensures that members
are aware of, exposed to, and involved in the proper resources that will
make the associations mission a critical part of their lives.
From a membership perspective, prospects will join an association
based on their ability to immediately grasp the basics of the brand:
What the association vision provides for their success
How its resources could and should be used
Why they can trust the association to deliver on those expectations
Members will renew their membership based on how well they have

AN EFFECTIVE BRAND WILL

CREATE EXCITEMENT IN ITS
MEMBERS, SUPPORT BY THE
COMMUNITY, AND PASSION
WITHIN THE STAFF.

PAGE 12

HOW ASSOCIATIONS CAN CREATE AN INDISPENSABLE BRAND

SUMMER 2009

personally experienced those benefits. But here is the catchexpectations

may vary among different member segments just as their needs differ,
depending on their current personal or professional situations.
The net result of the brand process and the final brand message is that
more prospects will join, excited about the associations vision. More
members will renew, appreciating the benefits they consider critical to their
success. The staff will step up in its leadership and initiative, knowing exactly
how to innovate, serve, and dedicate their efforts to the areas that maximize
the brand.

AN ASSOCIATION BRAND
ATTRACTS MEMBERS BY ITS
PROMISES; IT RETAINS THEM
THROUGH THE MEMBER
EXPERIENCE.

An associations successful brand fulfills the ultimate member

experience, moving that association into a perception of indispensability to
prospects, members, and the entire association network.

Bill Jerome, Vice President and Chief Strategy

Officer for Marketing General Inc., guides MGIs
brand leadership initiatives. In his 25-year career, he
has helped a variety of Fortune 500 companies and
associations develop stronger brand propositions,
staff engagement, member loyalty, and corporate
growth strategies.

Page Stull is a Senior Account Director at

Marketing General Inc. and has more than 25 years
of communications and marketing experience. He
directly oversees member acquisition programs and
has worked with nearly a dozen association clients in
his nine years with MGI.

TM

SM

209 Madison Street, Third Floor

Alexandria, Virginia 22314-1764
703.739.1000
www.MarketingGeneral.com
2009 Marketing General Inc.

Marketing General Inc. is the nations largest marketing agency working

exclusively with associations. During the past 30 years, MGI has helped
hundreds of associations increase their membership, improve retention,
enhance member engagement, grow revenue, and gain new insights through
member and market research and analysis. Additional information can be
found at www.MarketingGeneral.com or by contacting us at 703.739.1000.
The Marketing General logotype is a trademark and
We Grow Associations is a service mark of Marketing General Incorporated.