1. Why Lions Leave and How We Can Retain Them Market Measurement, Inc
Why Lions Leave and How We Can Retain Them Market Measurement, Inc. June 30, 2017

2. Objective
Translate an in-depth understanding of attitudes, behaviors and perceptions among dropped members into action plans to enhance member retention.

3. Web-based survey that targeted eight key countries:
Methodology
Web-based survey that targeted eight key countries:
U.S.
India
Germany
Italy
Japan
Indonesia
China
Brazil

4. Methodology
Dropped members in the major eight key countries could complete the questionnaire in English or their native language.
Targeted countries supplemented by “all other geographic areas” to ensure representation from dropped members across all geographic areas.

5. Methodology The dropped member analysis is based upon:
2,573 interviews among Lions
72 interviews among Leos.
Data collection during September/October 2016.

6. Topic Coverage
Characteristics of dropped members
Unaided reasons for leaving
Aided reasons for leaving
Receptivity to rejoining LCI
Action plans

7. CHARACTERISTICS OF
DROPPED MEMBERS

8. “Dropped” doesn’t necessarily mean “dissatisfied”
A majority of dropped members remain “very” or “somewhat” favorable toward LCI
Planning activities must reflect:
Members “pushed away”
Members “pulled away”

9. Majority of Dropped Members Still “Favorable” toward LCI

10. Tenure is a better predictor of member attrition than demographics
Sentiment toward LCI among dropped members is fairly consistent by age and gender
Crucial to better “bond” with new members, especially during the initial three years
Must be sensitive to “burn out” and offering other options for long tenured members

11. Extremes of Tenure Spectrum are Key
Better bonding
45%
More LCI support options
26%

12. Dropped member sentiment toward LCI can vary substantially by country
U.S. = Average
Italy/Germany = Less favorable
India/Brazil = More favorable

13. Substantial variances in sentiment toward LCI by country

14. “Favorable" sentiment toward LCI evident across all age and gender categories

15. UNAIDED
TOP-OF-MIND
REASONS FOR
LEAVING LCI

16. There are several key drivers behind member attrition
Interpersonal relationships
Required level of time/personal commitment
Other issues include geographic proximity, leadership and club characteristics

17. Interpersonal relationships and required level of commitment top list of drivers of dropped members

19. Interpersonal Relationships
Conflict with other members
Personality clashes/too much drama

20. Personal level of commitment
Took too much time
Lost interest/burned out
Too many responsibilities

21. Geographic proximity
Moved/no club nearby
Club closed/no local alternatives

22. Leadership
Lack of, or poor, leadership
Lack of focus/direction
Leadership’s way or no way

23. Club characteristics
Not enjoyable/dull/boring
Atmosphere/poor morale/low participation

24. Reasons not related to LCI
Illness/medical reasons
Retired/I’m too old
Other personal reasons/ unrelated to LCI

25. Other reasons
Cost too much/fees too high
Felt like I was not making a difference

26. Reducing attrition from members “pushed away” will require enhanced leadership/club management
“Dissatisfied” members emphasize interpersonal relationships, leadership and club characteristics
They are substantially less focused upon personal level of commitment and geographic proximity

27. Total “Unaided” Reasons for Decision to Leave LCI
Concerns about leadership and interpersonal relationships may explain very low satisfaction levels in Italy
Total “Unaided” Reasons for Decision to Leave LCI
Total
Italy
NET
Interpersonal relationships
37%
53%
+16%
Leadership
32%
46%
+14%
Personal level of commitment
31%
24%
-7%
Club characteristics
30%
41%
+11%
Geographic proximity
18% 5%
-13%
Personal reasons/unrelated to LCI satisfaction
14% 0%
Other reasons
22%
19%
+3%

28. AIDED ASSESSMENT OF POTENTIAL CAUSES
OF ATTRITION

29. Frequent criticism of conflicts/ disagreements
Reinforcement of the need for better “club management” and “bonding” with members
Frequent criticism of conflicts/ disagreements
Numerous comments about “not making a difference”

30. Frequent perception of “no sense of belonging”
Evidence of a need for better “club management” and “bonding” with members
Frequent perception of “no sense of belonging”
Measurably less impact on member attrition associated with awards/ recognition and offering leadership opportunities

31. PERCENT REPORTING “HIGH IMPACT” ON DECISION TO LEAVE LCI

32. PERCENT REPORTING “HIGH OR MODERATE IMPACT” ON DECISION TO LEAVE LCI

33. Report “High Impact” on Decision to Leave LCI
SENTIMENT TOWARD LCI
Very Favorable
Somewhat/
Very Unfavorable
NET
Conflicts/Disagreements among LCI members
19%
48%
-29%
You did not feel you were “making a difference”
13%
39%
-26%
Did not have a “sense of belonging”
15%
40%
-25%
Tasks were not consistent with your interests 7%
26%
-19%
Value you received when considering LCI dues
20%
-7%
Not being adequately informed about the goals and objectives of your club
22%
-15%
Did not work on tasks consist with your skills 9%
17%
-8%
Did not receive awards/recognition for your achievements
12%
-5%
Did not have an opportunity to assume a leadership position
10%
-3%
Interviews completed
737
970

34. RECEPTIVITY TO
REJOING LCI

35. “Dropped” does not mean “lost forever”
More than one-third could be “re-acquired”
Substantial variances by country, tenure and age

36. More than one-third of all dropped members (38%) are at least “somewhat likely” to consider rejoining LCI.

38. Younger members are, by far, the most receptive to rejoining

39. Less tenured dropped members are the most receptive to rejoining

40. ACTION PLANNING

41. Provide additional support/training for leaders
Motivating members
Making meetings more enjoyable, productive and time-efficient

42. Provide additional support/training for leaders
Providing members with a sense of belonging
Better matching member interests and tasks

43. Provide additional support/training for leaders
Team building

44. Provide more support to all members
Conflict resolution

45. Provide more support to all members
Offer opportunities to share confidential feedback to supplement open discussions
What they like about the club/ what works well
Concerns/complaints/frustrations
Suggestions for improvements, innovations

46. Expand member communication on key themes
LCI/Club “is making a difference”
Reinforce the sense of belonging
Share case histories from activities of the individual club, region/ country and LCI overall

47. Make it easier to be a member
Sanjeev insert action plans

48. Provide opportunities to support LCI for those who cannot participate due to illness, age, no access to a local club, etc.
Create a non-club member classification with reduced dues
For members with no local club, establish a “communication link” with the nearest club:
Share updates on club activities
Ask for support that can be provided “remotely” (e.g., ??)

49. Sanjeev Insert action plans
Develop creative strategies for better bonding with less tenured members (i.e., highest risk of attrition)
Sanjeev Insert action plans
Present/lci-4231-convention