The Institution of Incorporated Engineers (IIE) was a multidisciplinary engineering institution in the United Kingdom. In 2006 it merged with the IEE to form the Institution of Engineering and Technology (IET). Before the merger the IIE had approximately 40,000 members.
The IIE was the second largest engineering society in the world prior to merging into the IET.
The Challenge of Recruitment and Retention
Although IIE had strong relationships within the business and academia industry, it was evident that they were not attracting sufficient new members from these relationships. They also needed help in improving their membership retention, especially amongst their professional members who are naturally less committed to their membership.
Working alongside the IIE client team, our first deliverable was to identify the commercial value underlying their brand, benefits and services. From this assessment, we were able to develop a strong marketing message along with supporting collateral and introduced streamlined sales and marketing processes in order to support the project.
In the commercial sector we led sales meetings with selected partners and helped to close the deals. We were able to agree on an annual fee structures with these partners which generated significant new income streams for IIE.
In the commercial sector we held sales meetings with prospective partners. By elevating the perceived status of the institution and the tangible value and benefits of the relationship as well as agreeing on annual fee structures, we were able to secure significant new income generating streams for IIE. In turn, this enabled us to encourage partners to include membership aspects, such as CPD, mentoring and upgrading to member or fellow in their own appraisal and career development programmes.
The development of commercially based partnerships has created additional income streams for IIE. Similar meetings were held with HEIs, particularly where academic and technical staff were concerned, and has enabled the recruitment of additional members from these groups. This in turn allowed for closer engagement and therefore more stable relationships with the student population and resulted in a boost in recruitment at this level and an increase in conversion to full membership post graduation.
Improved recruitment and overall performance has been converted into significant net gains.