Three ways to banish outdated perceptions and give your membership a new lease of life.
There’s something scary lurking in the world of membership marketing. And no, it’s not your latest retention figures.
It’s the possibility that what you think people believe about your organisation and what they actuallybelieve are two very different things.
Perhaps you’re perceived as old-fashioned. Too exclusive. Too expensive. Not relevant to younger audiences. Or, worst of all, people simply don’t understand why they should join.
Ouch.
But here’s the really frightening bit. What if those perceptions are quietly influencing your membership growth while everyone internally believes things are going rather well?
We’ve worked with membership organisations of all shapes and sizes, and one thing is clear: even the most respected, established and successful organisations aren’t immune to an image problem.
And in 2026, when expectations are changing, household and business budgets are under scrutiny, and audiences have more choices than ever, reputation alone isn’t enough to guarantee relevance.
The good news? You don’t need an exorcist. Just a little honesty, some fresh thinking and the courage to challenge a few assumptions.
Here’s where to start.
1. Face your fears. What’s really lurking beneath the surface?
Nobody enjoys discovering that their organisation isn’t quite as loved, understood or relevant as they’d hoped.
But avoiding uncomfortable truths doesn’t make them disappear. It just gives them somewhere to hide.
Start by looking beyond the usual membership numbers.
Yes, acquisition, retention and engagement statistics matter. But they don’t always tell you why people join, stay, leave or never consider you in the first place.
And that’s where things get interesting.
Ask yourself:
- What do non-members think we do? Do they even know?
- Why do some people consider membership too expensive or irrelevant?
- Are we attracting the same audiences we’ve always attracted?
- Do our newest members see the same value as our longest-standing supporters?
- What are people saying about us when we’re not in the room?
Here’s a thought: your biggest growth opportunity might be hiding in the people who have never considered joining.
In 2026, we have more ways than ever to uncover these insights. From behavioural data and member surveys to social listening, AI-assisted analysis and good old-fashioned conversations.
But a word of caution. AI can help you spot patterns, organise feedback and identify emerging themes. It can’t replace genuine human understanding, and it certainly shouldn’t be trusted to invent the answers.
The trick is to combine what your data tells you with what real people tell you.
And don’t just listen to your most engaged members. They’re important, of course, but they’re already convinced.
It’s the unconvinced, the disengaged and the people who quietly slipped away who may have the most valuable things to say.
The takeaway: Don’t just measure how your membership is performing. Investigate how it’s perceived, and why.
2. Don’t just change the costume. Change the experience.
Here’s where things can get a little uncomfortable.
Sometimes negative perceptions are based on outdated stereotypes.
Sometimes they’re based on reality.
And sometimes they’re a rather awkward combination of the two.
Perhaps your organisation has evolved enormously, but your communications haven’t caught up. Or perhaps your marketing promises a modern, inclusive and welcoming community, while the actual member experience tells a slightly different story.
A shiny new campaign won’t fix that.
Think about the audiences you’re trying to attract.
A younger professional joining a royal college may be looking for career development, practical support and a sense of belonging. A family considering a leisure or heritage membership may be weighing up experiences, convenience and value for money. An experienced professional may place greater importance on recognition, influence and community.
Different motivations. Different expectations. Different definitions of value.
So why do we so often try to sell everyone the same membership story?
This is where meaningful audience segmentation becomes so powerful.
Not simply dividing members into age brackets or membership categories, but understanding what matters to them, what motivates their decisions and how their relationship with your organisation changes over time.
And here’s another important point.
Modernising your membership doesn’t mean abandoning the people who’ve supported you for decades.
Your longstanding members are often your most passionate advocates. They deserve to feel valued, just as your next generation of members deserves to feel welcome.
It’s not about choosing one audience over another. It’s about finding the common ground while recognising their differences.
Look closely at your imagery, language, benefits, joining journey and member communications.
Do they reflect the people you want to reach? Do they make membership feel relevant and accessible? And, crucially, does the experience live up to the promise?
The takeaway: Don’t simply make your organisation look more relevant. Make sure it feels more relevant to the people you’re trying to engage.
3. Make sure the ghosts don’t come back to haunt you.
So, you’ve listened to your audiences, challenged some assumptions and developed a compelling new approach.
Brilliant.
Now comes the hard part.
Making it stick.
Because your brand isn’t just your logo, your website or that rather lovely campaign your marketing team has spent months developing.
Your brand is what people experience every time they interact with your organisation.
It’s the welcome they receive at an event. The response to a membership enquiry. The language used by a regional branch. The ease of renewing online. The way a complaint is handled.
And yes, it’s also that automated email which somehow still sounds like it was written in 1997.
Every interaction either reinforces your new positioning or quietly undermines it.
For larger membership organisations, this can be particularly challenging. Multiple departments, regional teams, volunteers, committees and external partners can all influence the member experience.
For smaller organisations, the challenge may be different: limited resources and busy teams wearing several hats.
But the principle is exactly the same.
Everyone needs to understand not just what your organisation stands for, but how that should translate into everyday interactions.
That means involving colleagues in the process, not simply presenting them with a shiny new set of brand guidelines and hoping for the best.
Workshops, shared messaging, practical examples and regular feedback can help turn a marketing proposition into something everyone genuinely understands and supports.
And keep listening.
Member expectations won’t stand still, so neither should your approach.
The takeaway: A successful repositioning isn’t a campaign with an end date. It’s a promise your entire organisation needs to keep.
The final fright…
Here’s perhaps the scariest thought of all.
What if the biggest barrier to your membership growth isn’t your competitors, your budget or the economy… but an outdated perception you’ve simply learned to live with?
The organisations that thrive won’t necessarily be those with the biggest marketing budgets or the cleverest technology.
They’ll be the ones willing to listen, question, adapt and occasionally challenge a few sacred cows.
Because understanding how people really see your organisation is the first step towards changing how they feel about it.
So, this Halloween, perhaps it’s time to open those metaphorical cupboards, shine a light into the darkest corners and confront a few membership ghosts.
You might just discover that what you’ve been avoiding is your biggest opportunity for growth.
Happy Halloween. And may your membership nightmares be a thing of the past!
Mulberry Creative is a specialist creative design and marketing agency for membership organisations with a company legacy stretching
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