How often do associations revisit their pricing strategy? Rarely.

How often do they add value—new courses, expanded benefits, fresh programming? All the time! 

Associations are constantly working to enhance member experience. But when it comes to pricing strategy, many avoid the conversation altogether. Why? Because price increases are often met with skepticism or anxiety or seen as a cash grab. 

But here's the truth: a strategic pricing review isn't about squeezing members—it's about sustaining the value associations work so hard to deliver. Done right, pricing adjustments can fund innovation, cushion the impact of unforeseen change, and help future-proof the organization. 

I recently attended the ASAE course Pricing for Associations led by pricing expert and consultant Dr. Michael Tatonetti.  This course explored pricing strategies driven by data—not your gut!—that showed why discounting should be a last resort and encouraged participants to be curious about the story their data is telling about member value perceptions. 

Reframing Your Association Pricing Strategy

Here are my big takeaways: 

• Discounts: they feel generous—but they rarely generate value.
  A $100 item with a 30% margin takes a big hit from even a 10% discount. Margins shrink fast, and it will be hard to fill the hole left by that discount. If you can't sell a program or publication without offering a discount, it may be time to rethink that offering.  

• Understanding effort vs. value is key.
  What's draining your resources without delivering impact? A simple value/effort matrix can highlight which programs to retire, retool, or double down on.  

For example, if an event requires a lot of effort but delivers little value to the organization (low attendance or low revenues), think about how you can change that dynamic. Can you raise the price to justify the effort? Streamline the effort to make it easier to continue with a program that doesn't produce a lot of revenue? Or is it time to sunset the event? 

Building a Smarter Association Pricing Strategy with Data

Before making any moves, Dr. Tatonetti recommends getting the lay of the land: 

• What verticals are struggling—Membership? Certifications? Sponsorships? 

• Where are the barriers? Is it price, awareness, format, or funding source? 

• How is your audience engaging? What content gets clicks, what programs get ghosted? 

Heatmapping on your website, demographic breakdowns of who is and is not registering for events or accessing resources, and user pathway tracking can all reveal deeper behavior patterns. And don't forget to ask directly—surveys can inform and educate members about your organization's offerings in the same moment that you collect their comments. 

Design for Behavior, Not Just Feedback  

As Henry Ford said: "If I had asked people what they wanted, they would have said a faster horse." Your members' requests reflect their current needs—it is your job to design efficient solutions and price them according to their value. 

At Capital Association Management (CAM), we assess and reassess client pricing models for membership dues, conference registration, and sponsorships on a regular basis, and leverage our experience to implement strategic dues increases, evaluate member/nonmember value, and configure event pricing strategies to fuel client growth. We can help your association grow, too. Contact us today to see how our expertise can support your goals. 

This article was written by Karen Shunk, Account Executive at Capital Association Management (CAM).