The American Society of Clinical Oncology (ASCO) was closing up years of work examining their membership offering. They’d crafted a strategic vision that involved a major shake-up of their membership benefits, dues, and categories. But, there was a catch: the plan didn’t really factor in how ASCO would actually put these changes into action. Realizing they needed help, ASCO turned to Ricochet.
Ricochet’s mission was to figure out if ASCO could effectively communicate these changes to its members and the market. It was a tall order – the new membership model was complex, with 48 benefits, multiple membership types, and a whole bunch of different dues rates and discounts. We rolled up our sleeves and got to work.
We took a hard look at the potential risks – would members understand the changes? Would they accept them? And, importantly, could ASCO’s staff handle the rollout? We found that ASCO needed to focus on three key areas: awareness, acceptance, and internal support. To tackle these challenges, we came up with nine major initiatives and laid out a timeline of two and a half years to get them all done. We also recommended how ASCO should organize its project team and created a handy chart to keep everyone on track. With confidence in the plan, ASCO completed the model change approvals and got to work.
