Every association wants stronger non-dues revenue. The leaders who get repeatable growth often aim to align (or build) their associations to produce it, not just the sales plan.
In our new report, Revenue Realities, we found that, on average, we found that, on average, 77% of association operational funding comes from non-dues revenue. When most of the money that supports mission delivery comes from exhibits, sponsorships, and partner programs, non-dues revenue stops being “the sales team’s job.” It becomes a leadership responsibility.
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What’s inside
We pulled together patterns we see repeatedly across associations, based on the work behind this report. The goal is to help executive teams name what’s true in their organization, then make clearer choices about where to focus.
Five observed financial models
We see associations operate under five common financial models. The point isn’t to put your association in a box. It’s to give leadership teams shared language for how the organization is funded and how it tends to behave, because that shapes what “growth” can realistically look like.
This matters because tactics do not travel well. A tactic that works for one model can be the wrong move for another, even if two associations look similar from the outside.
Three revenue pillars
Across associations, non-dues revenue most often concentrates in three places: exhibits, sponsorships, and custom solutions. In the 2024 group analyzed, those three pillars represented about 71% of total partnership revenue.
Each pillar plays a different role. Exhibits perform best when they operate like a true marketplace. Sponsorships are moving beyond logos and toward programs that deliver measurable value and improve the member experience. Custom solutions package what associations uniquely have, like trusted access, niche audiences, and proprietary insight, into partner offerings that are harder to replace.
What partners are trying to achieve right now
A consistent tension we see with partners is this: many are pursuing long-term brand building and short-term lead generation at the same time. That affects what they buy, how they judge success, and what they renew.
If your offers only map to visibility, it gets harder for partners to defend the spend. Associations that perform best help partners connect investment to outcomes in language their internal teams understand.
Where traditional revenue is under pressure
In the data we analyzed, print advertising revenue declined 25% from 2021–2024. The takeaway is not that print is “dead.” The takeaway is that associations need to be deliberate about what role print and traditional channels play in the mix.
These channels can still support credibility and long-term brand building. They tend to work best when positioned to support higher-value sponsorships and custom solutions, rather than carrying the growth plan by default.
What this means for sales and staffing
One change is clear: the era of selling from a rate card is over. Growth in custom solutions and higher-value sponsorships requires consultative work, uncovering partner challenges and building solutions that fit.
That shift changes staffing needs. Sustainable growth rarely comes from one strong seller alone. It depends on alignment across leadership, marketing, and program teams so the value is created consistently and communicated clearly.
The association advantage in a digital world
Social platforms are noisy and transactional. Associations have an advantage algorithms can’t copy: exclusivity, authority, and lasting value. Those strengths matter for member engagement, and they can also become premium partner opportunities when packaged with intent.
Associations do not need to mimic social platforms. They can win by leaning into what makes associations different.
Where to focus next
Use the five models to diagnose the reality your association is operating under, instead of copying another organization’s playbook. Then treat non-dues revenue like a portfolio: protect what’s working and invest deliberately in what’s next.
A practical way to do that is to balance effort across proven winners and new bets. The report includes an example split: 70–80% focused on proven winners and 20–30% reserved for new, higher-margin pilots.
Download the report
If you want the full details behind the five models, the three pillars, the shifts in partner expectations, and the recommendations you can apply, download the report today.
