The increase in costs, reduction of margins and demanding members are forcing associations to rethink their event strategy. The purpose under pressure: the trends of the Global Association in 2025 report the research initiative of the Global Association rejects insights of a survey of almost 600 professionals of the association worldwide.
The report confirms the events as a main driver of the membership of the members and the flow of central income. However, events are difficult to achieve and research suggests that successful delivery is becoming increasingly difficult. Around three quarters (78%) or respondents say they are a significant organizational challenge. Its main challenges:
- Control costs and budget management (66%)
- Supply of sponsors and exhibitors (56%)
- Attract delegates (48%)
“We are seeing more ticket sales, but less margin,” said a association professional. “It is costing more to offer the same experience.”
From the Blockbuster movie to the Netflix series
The report reveals how associations are changing their event approach. A significant change is a decrease in dependence on its main annual conference. Instead, they are creating “event ecosystems” throughout the year, smaller association events that offer different opportunities for members to meet.
This reinvention follows four important trends:
- Complement an annual meeting with regular programming in various formats
- Invest in smaller, directed and profitable events
- Prioritize significant connections over content delivery
- Adopt agile planning with more experimentation and real -time adjustments
“We have moved away from packing in sessions,” explained a respondent. “People because cured conversations, not only content overload.”
This strategy change does not include hybrid association events, which attend the public in person and online. A association leader admitted: “The hybrid format sounded well until we tried it. Now we are rethinking everything.” Most organizations choose completely in person or totally virtual, citing limitations of resources and unequal experiences of the participants.
Event sponsorship approaches are adapting to financial limitations. Although 37% of the association’s professionals said they increased sponsorship income compared to last year, only 9% considered it significantly and 27% experienced a decrease.
“The sponsorship has not returned as we expected. We are getting no more, or much narrower,” said another respondent.
Those who experienced a fall linked him to sponsor fatigue, limited innovation and uncertainty about the return of investment. The report indicates a trend for associations in better financial positions that convert “sponsorships into true associations.”
The events of the association build legacy
According to the report, 70% of the association’s professionals focus on creating a positive legacy through their events. Common initiatives include progress in policy objectives, boost sustainability or cause long -term collaboration. An equally largest (75%) or younger professionals of 21-30 prioritize the legacy, indicating a generational impulse towards the impact promoted.
Destinations are exploring ways to use inherited associations to attract association events. Programs such as the Incredible impact initiative of Global Bestcities Alliance highlight successful projects backed by destination associations.
