So, while not all long-term members feel a sense of connection to their museum, there is a subset of members who identify deeply with the organization and feel a strong sense of belonging through their membership. To ensure they are focused on building relationships with those members who are truly committed to the organization, museums will need t

As you think about the things you are measuring today, ask yourself why you’re tracking those specific metrics. Is it because they truly help you make strategic decisions? It’s worth noting that, just because something can be measured, doesn’t mean it should be measured. The only metrics museum leaders should invest time in measuring are those that

What about the reasons for becoming a museum member? Research indicates that traditional members value six key benefits: free admission, belonging, supporting the organization, contributing to mission impact, exclusive access to events, and member discounts.6 Of note, younger audiences express different motivations for joining. While free admission

While there is no shortage of ideas when it comes to reversing the trends in attendance and membership, there is little time to waste in finding a viable way forward. Museums must first identify the right target audiences and remove the barriers that are hindering participation.

Such a one-size-fits-none, off-the-shelf membership product is to the detriment of both the customer and the museum’s bottom line. Therefore, museums must internalize the concept that it is the specifics of the job and its accompanying motivations that matter most. Accordingly, museums need to rethink their offerings, products, and marketing to ref

Instead, people are motivated to participate in a cultural activity because it fulfills a specific need—a desire to have fun, to feel less stressed, to experience new things, to learn something, or to spend time with friends or family.5 Thus, the museum serves as an enabler, helping the visitor accomplish a specific goal—a job to be done.

To be sure, the only way to avoid the trap of an internally focused institutional lens is to deeply understand the needs of tomorrow’s audiences.

As museums seek to reach new audiences, marketing and membership professionals must evolve from the outdated role of “product pushers” into a consultative, cocreator of meaningful experiences that satisfy audience needs.

Moreover, because research shows that a significant portion of visitors and members are unaware that museums are nonprofits, they may not equate purchasing a membership with making a donation at all. Instead, it is likely that many members think of their membership more in terms of a buy-to-give concept, similar to a for-profit social good product