Developing a Research Agenda

A well-structured research agenda can help drive success for associations across industries. For both trade associations and professional associations, research plays a pivotal role, yet the approach must be tailored to fit each organization’s distinct needs. 

Let’s explore how to design an effective research agenda, the nuances between trade and professional societies and why regular, nimble research is essential for thriving in today’s fast-paced environment.

What is a Research Agenda and Why is it Crucial?

A research agenda is a strategic plan for collecting data and insights to guide decision-making. 

It’s more than just a schedule for surveys - it’s a dynamic framework that helps associations stay informed about member needs, industry trends and organizational challenges.

The days of running one large survey every 2-3 years are over. Needs evolve rapidly, especially as associations adapt to new technologies, shifting demographics and evolving market demands. Associations that incorporate regular, diverse research efforts are better equipped to innovate and make timely decisions.

The Value of Stakeholder Input

Ultimately, associations exist to serve their members and stakeholders. Collecting stakeholder input regularly is not just a best practice; it’s a strategic necessity. Whether it’s feedback on new services, reactions to policy changes, or insights on professional development needs, stakeholder input ensures decisions are:

• Grounded in reality: reflecting real-world needs and expectations
• Inclusive: accounting for diverse voices and experiences
• Forward-thinking: anticipating changes and preparing for the future

Associations that engage their stakeholders through a structured and consistent research agenda are better positioned to create value, foster engagement and drive growth.

Trade Associations vs. Professional Societies: Different Needs, Different Approaches

While both types of associations rely on research, the focus areas differ:

• Trade Associations represent businesses and industries. Their research agenda often prioritizes market trends, regulatory changes and economic impact. The focus of a research agenda should be on industry-wide insights.
• Professional Societies serve individuals like lawyers, physical therapists, or engineers. Their research focuses on the member experience, professional development and economic impact. Regular assessments on what members value - such as education, networking or advocacy - help ensure the society stays relevant.

Building Your Association Research Agenda

A successful research agenda isn’t just a set of isolated studies - it’s a thoughtful, ongoing plan that evolves with your association’s needs. At McKinley, we take a three-year phased approach to ensure your research agenda is strategic, actionable and adaptable. Here’s how we recommend structuring an agenda.

Professional Societies

Year 1: Establishing the Foundation

• Prioritize Goals and Data Needs: Conduct interviews with staff, board members and key leaders to identify goals related to member engagement, professional development and offering. Prioritize understanding what members value most and where the organization can improve.
• Baseline Member Survey: Launch an omnibus member survey to collect key performance indicators (KPIs) related to member satisfaction, career development needs, engagement levels and value perception. Develop a segmentation framework to identify different member segments (e.g., early-career, mid-career, seasoned professionals) and pinpoint priority topics for future research.

Year 2: Deep-Dive and Centralized Learning

• Focused Studies on Priority Topics: Conduct in-depth research on 1-2 strategic initiatives that matter most to members. Examples include professional development needs (e.g., skills training and certification programs), member retention and engagement strategies (exploring what drives long-term commitment), and technology and innovation trends (evaluating the adoption of tools like AI).
• Build a Central Data Repository: Create a central repository that synthesizes data from the baseline survey and focused studies. This includes a comprehensive report of all learnings to date, highlighting member needs, trends and opportunities, ensuring insights are accessible for decision-making.

Year 3: Performance Assessment and Adaptation

• Assess Longitudinal KPIs: Measure progress against Year 1 benchmarks and adjust strategies to better serve members. Analyze findings to make adjustments based on insights or to align with new strategic goals.
• Additional Focused Studies: Conduct further research on new opportunities or challenges that may have emerged outside the original research. This flexibility ensures the research agenda remains responsive to evolving needs.

Trade Associations

Year 1: Establishing the Foundation

• Prioritize Goals and Data Needs: Conduct interviews with staff, industry leaders and member company executives to identify goals related to industry trends, regulatory challenges and economic impacts. Focus on understanding business needs, policy priorities and market conditions.
• Baseline Industry Survey: Launch an omnibus survey to establish benchmarks on industry health, regulatory concerns, market challenges and business outlook. Develop a segmentation framework to differentiate between types of member companies (e.g., large firms, small businesses, regional vs. national) and identify priority topics for deeper research.

Year 2: Deep-Dive and Centralized Learning

• Focused Studies on Priority Topics: Conduct in-depth research on 1-2 strategic initiatives impacting the industry. Examples include regulatory impact assessments (e.g., compliance challenges, advocacy effectiveness), economic or market analyses (e.g., trends affecting business growth) and workforce development needs (e.g., talent shortages, skills gaps).
• Build a Central Data Repository: Develop a centralized repository to compile findings from the baseline survey and focused studies. Present a synthesis of key insights to support strategic planning and advocacy efforts.

Year 3: Performance Assessment and Adaptation

• Assess Longitudinal KPIs: Revisit industry health metrics, business challenges and benchmarks established in Year 1. Assess the effectiveness of initiatives and identify any shifts in industry dynamics.
• Additional Focused Studies: Address new opportunities or challenges that arise, such as emerging policy or regulatory issues, new market disruptions or technological advancements, and industry benchmarking for competitive analysis.

This three-year approach ensures associations - whether trade or professional - have a structured yet adaptable roadmap. By laying a strong foundation, conducting focused deep dives, and regularly assessing performance, your association will be equipped with the insights needed to make informed decisions, stay relevant and drive growth. 

A strategic, adaptable research agenda is the backbone of informed decision-making. While the nuances differ between trade associations and professional societies, the need for regular, nimble, and stakeholder-centered research is universal. By embracing this approach, associations can navigate uncertainty, seize opportunities and thrive in an ever-evolving landscape.

Learn more

Are you interested in creating or revitalizing your association’s research and data strategy plan? Get in touch to learn more and find out how we can help deliver a research solution that works for you.