AIA MARKET RESEARCH SUMMARY | OCTOBER 2008
Key Findings from 2007 FALL AIA Membership Satisfaction Study
Why First Join the AIA?
• Based on the members' very initial reason to join, it is overwhelmingly to show their commitment to the profession.
• Our brand is strong, but if we don't maintain the expectations, it will diminish.
• A number of reasons are knowledge related to develop their skills. To develop professional contacts, to keep up to date on technical development, continuing education, to keep up to date on nontechnical issues in the profession, to learn about public policy concerns related to the profession.
• The one that is economically predisposed is "My employer paid for my membership dues." This could be a factor as we have a three-level due structure as everyone know and membership dues could be more than $800 depending on where the member lives. Also, every component charges different dues and have different programs, so consistency is a big issue.
Reasons to Continue Membership
• When we ask the importance of the reasons continue their membership, continuing education moves to the top of the pack. This is something mandatory, but to maintain the prestige of being an AIA member and commitment to the profession, they must meet this requirement.
• The branding moves down one level and the remaining are again knowledge based as we have seen in the previous slide. Many of the reasons to continue membership are very closely tied to components. CES, component activities, professional contacts and local public policy.
Most Important National Programs
• All five are knowledge sources that affect directly to help their practice. Contract docs assist in their contracting process, CES maintains their AIA designation and license for them to practice and lastly, aia.org and publication provide knowledge on best practices and tools to help them grow.
Overall Membership Perception
• We also ask members their satisfaction and importance of the three service levels. Not surprising, the local component is physically the closest and where members have the most contact. But it also creates higher expectations as shown by the GAP where it is the greatest at the local level.
Membership Value
• Members are fairly neutral when it comes to their membership value versus dues paid with a rating of 4 on a scale from 1 to 7 where 7 is high value.
• I see this as positive as they are on the fence and can be persuaded to move to the positive side, if we have programs and services that they want.
• The encouraging factor is that they are likely to renew. They see the value in the brand and are willing to stay. But again, we must act and develop programs and services that meet their needs.
• Another hopeful aspect is that they are likely to recommend AIA membership to their colleagues.
• Clearly, the programs that are the most important are knowledge based and the channels where the members can attain the information for their needs.
• Two programs related to legislative issues also figure into play in relation to OVERALL VALUE
o AIA Grassroots Leadership and Legislative conference (Leadership training and Capitol Hill Advocacy)
o Government Relations' State and local lobbying (Sustainability, licensing, tort reform, etc.)
• The annual national advertising campaign (targeted trade magazines and network radio ads to increase public awareness of architects and the value of design) emerges as well. This program is the only exception in regard to knowledge source for members, but it is a key program to general awareness of not only the profession in general, but also the AIA brand.
Component Assessment
• All component programs asked are highly rated as important with Continuing Education again on top of the list.
• Legislative issues are among the top three as members need to understand and keep up to date on local and state codes for their practices.
• We also asked a set of attitudinal question based on their agreement with the statements in the chart. The top choice is component staff are available and accessible. After all, it is the closest contact for members.
• Four out of the six top component attributes are networking opportunities.
• With regard to the continuing education programs, it is dominated by ¡§brown bag seminars by product manufacturers¡¨ and internally organized programs for the members at larger firms due to economies of scale.
• Local AIA component and non-AIA programs are fairly even split between the members at smaller and larger firms.
• One attribute younger members would like is to network not only with architects, but other professionals in the design and construction industry, such as contractors, public officials and developers.
• The opportunity for components is networking activities for the simple reason of location. BUT, this does not mean a component should just come up with any networking event. It has to be relevant for members to keep up to date on developments that help them grow professionally.
• Like newer members, those with lesser experience would like to network with other organizations in the built environment.
• Cost of local continuing education program is a factor for them as they tend to be younger. They might have their family to consider and probably still have student loans to pay off.
• Not a strong factor, but they are more interested to take a leadership position in the local community. But without experience they find there is a lack of opportunity to be involved.
• These are the influential attributes that associate with the local component overall value response.
• Again, as might be expected, and they are: Knowledge resources, networking opportunities, and continuing education programs.
• Strong professional image is a key factor connected to members¡¦ commitment to the AIA.
• Knowledge sources that are useful to members¡¦ work and cost are also important when considering renewing their membership with the AIA.
• Similar characteristics arise when it comes to recommending AIA membership to other colleagues, such as a strong professional image, information that is useful for their job, and reasonable cost to component events.
• The member service area (national staff in general) comes into play when it comes to recommending AIA membership to a colleague. This is the one of the outlet for social exchange from AIA national to members. If the interaction is constructive, it will have a positive trickle down effect (viral social marketing).
Associate Member Benefits Study | March 2008
• As currently structured, AIA Associate Membership does have value to members, and could offer value to potential members. Several barriers, however, are preventing further usage of the services. The most significant of these is simply awareness of the services; this is followed by the cost of membership.
• AIA Associate Membership is skewed toward older individuals. Less than 26% of associate members graduated 5 or fewer years ago. As expected, about three-fourths of members/prospects are licensure track while about one-fourth is non-licensure track.
• Awareness or lack thereof, is a key barrier to AIA Associate Membership. While most members and potential members are aware of the Associate offering membership offering, familiarity with the specific benefits is minimal.
• Cost is a barrier to membership, particularly for younger prospects.
• Information resources and networking are the primary benefits realized by AIA Associate Members, as well as provide the greatest potential value to prospects.
• For younger associates/prospects, many of whom are not currently members, information sources such as ARE and IDP help/study materials represent the greatest value. In addition, seminars pertaining to issues encountered in their daily work lives are valuable.
• For all Associate members, information sources surrounding sustainability and green building have value
• A local chapter can make or break the value of one’s AIA Associate Membership. Networking opportunities are very important to Associate members/prospects; opportunities need to exist for architects and colleagues of all levels of experience to interact with one another.
• Any seminars/workshops or networking opportunities should be on topics that Associate members deal with on a daily basis. Since these individuals are pressed for time, they are extremely selective where they allocate their time to such activities.
• Better promotion of knowledge communities may be one way to disseminate information in such a way that is most useful to Associates/prospects and enhance the value of membership.
• Discounts and benefits such as AIA Advantage and AIA Trust do provide some value to Associate members/prospects, however, the benefits are secondary to information and networking. Discounts on more relevant ¡§things¡¨ such as ARE study materials, the AIA National Convention and the AIA Bookstore have greater value to Associate members/prospects and should be a focus of exploration and promotion for these individuals.
• Many of the non-members indicated that benefits such as the Emerging Professional's Companion, ARE study materials and discounts would be of value to them; however, were not aware that these benefits exist. Again, raising awareness will be a key to ensuring Associate members realize the full value of their membership.
• For non-licensure track Associate members/prospects, ARE study and internship tools are of little value; instead tools for keeping apprised of industry changes and developments are of the greatest value. Non-licensure track members/prospects place slightly greater value on the Architectural Record Subscription, National Convention and Members-Only area of AIA.Org than licensure-track Associates.
• Seventy percent (70%) of Associate Members have attended a seminar/workshop/lecture offered at the local/state level. Seminar topics of greatest interest to Associate Members are those with practical application to one's daily work life such as becoming a better architect, communicating with clients in difficult situations and marketing architectural services. Among those on a non-licensure track, AIA for Non-Licensure track holds significant appeal.