Associations are increasingly operating on a global scale, but leaders may find it difficult to adopt a more global perspective. That perspective requires an understanding of the unique needs of target markets—as well as a strategy to meet those needs.

The ASAE Foundation report Association Global Maturity: Critical Actions for Successful International Growth explores the state of global growth and global maturity among associations, as well as factors that influence success. While findings indicate that delivering products and services in international markets presents a growth opportunity for most associations, those with the highest levels of global maturity employed specific strategies to establish themselves abroad. These mature associations used research to gain insight into the markets they were entering and tailored service delivery and pricing according to what they learned.

Associations generally are more advanced at delivering certain kinds of products and services abroad. Most organizations that have gone global to some degree have established online processes—like joining or renewing membership, making purchases, and connecting with the association community—to make digital engagement accessible to all.

However, associations have not established significant reach in delivering conferences, trainings, or certification programs abroad. Results showed that nearly a quarter (23 percent) did not implement or provide any products or services outside of the United States, and 34 percent did so in five or fewer countries.

Associations often try to employ the same pricing that they use domestically when they expand to international markets. With market research and informed pricing adjustments, associations can achieve higher levels of market penetration. Associations may shy away from this strategy because of the expense, but, in the long run, it may produce higher returns.  

Many associations with global ambitions, particularly those with new international efforts, still focus primarily on their domestic market. That perspective needs to change when establishing a global organization. Among globally mature associations, 83 percent of respondents said that they used a product strategy informed by local market insight, compared with 37 percent of associations overall. Also, mature associations were almost three times as likely as others to use market segmentation to customize their international efforts to specific markets (58 percent and 21 percent, respectively). They use data about international members and customers to tailor their products and services specifically to their needs.

Not every association needs to be global in scope, but leaders who wish to explore new markets outside the U.S. can learn from those with a more international mindset. By researching markets and developing product and service offerings based on those findings, leaders can lay the foundation for an effective global growth strategy.