The Power of Brand Strategy: How SABR Scored Big on Membership and Revenue

The Society for American Baseball Research (SABR) has been playing the long game, and the results are in—membership is up, retention is strong, and revenue is climbing. But this didn’t happen by chance. It happened because SABR made a strategic investment in its brand, audience engagement, and long-term sustainability. Enter Mercury Creative Group.

At Mercury, we help organizations like SABR define who they are, who they serve, and how to grow in a way that stays authentic to their mission. Using our Mercury Method, we guided SABR through a structured process that empowered them to make informed, strategic decisions about their brand and membership growth. 

Membership Growth and Retention: A Brand-Led Strategy

SABR’s membership has surged from under 5,000 to 7,500 members, with retention climbing from 60-65% to a remarkable 85%. This success was no accident—it was the result of a strategy that put audience insights, brand clarity, and member value first.

SABR’s membership surged from 4,800 members in 2019 when the website work began to 7,489 members in 2023. And, retention improved dramatically, climbing from 60-65% to a remarkable 85%. This success was no accident, it was the result of a strategy that put audience insights, brand clarity, and member value first.

Here’s how we helped SABR hit it out of the park:

• We used our Mercury Method to refine their brand messaging, ensuring it clearly communicated the why behind membership and retention.
• We guided them through a structured website strategy process, identifying who the website was for and what it needed to accomplish.
• We helped define their primary audience and additional membership profiles to guide everything from communications to programming.
• We helped identify institutional partnerships as a new, high-impact growth pathway, an insight that has significantly shaped SABR’s expansion strategy.
  
  

Defining the Primary Audience for Growth

We talk a lot about the importance of knowing your audience, but here’s the catch: not all audiences are created equal when it comes to growth. The best growth opportunities come from the right audience, not just any audience.

For SABR, our in-depth strategy work revealed that while individual baseball enthusiasts would always be a critical part of the organization, the biggest opportunity for growth lay in institutional partnerships such as colleges, research institutions, and professional baseball organizations. These partnerships would allow SABR to bring in 50-200 members at a time, scaling growth in a way that wouldn’t require constant one-by-one member recruitment.

Of course, institutional partners weren’t the only audience that mattered. SABR’s brand and programming also needed to serve other member profiles:

• Young Members: Early-career individuals looking for personal and professional development, often through student memberships.
• Established Active Members: Researchers, writers, and committee leaders who are highly engaged and contribute content.
• Established Passive Members: Baseball enthusiasts who consume SABR’s content but aren’t actively involved in research or leadership.
  
  

By defining these member profiles in 2024, SABR laid the groundwork for a strategic plan focused on relevance, retention, and reach, tailoring its value proposition to each group and setting the stage for future growth

The Creation of the External Relations Officer Role

Brand strategy isn’t just about logos and messaging. It’s also about making the right business decisions based on a clear understanding of your value and audience. In 2025, SABR began executing its new strategic plan—including the creation of an External Relations Officer role to lead the charge on institutional partnerships and membership growth.

This new position is tasked with:

• Building institutional partnerships that contribute 50-200 new members per collaboration.
• Strengthening SABR’s financial sustainability by bringing in high-value partnerships.
• Expanding networking and value opportunities for current members.
  
  

With 600 applicants and board-approved funding for three years, this move is a testament to what happens when brand strategy drives operational decisions.

Financial Growth and Revenue Diversification

We love a good membership growth story, but what’s even better? A financially sustainable one.

SABR’s brand evolution also led to a more diversified revenue strategy:

• Balancing revenue streams between membership dues, events, and donations/licensing.
• Increasing per-member value through improved engagement strategies.
• Implementing the first dues increase since 2009 for new members in 2024.
• Setting a goal to reach $2 million in annual revenue—more than doubling its previous revenue of $850,000.
  
  

Adapting to Post-COVID Engagement Trends

One challenge that many associations are still navigating? How to engage members in a post-pandemic world.

For SABR, we found that less was actually more. Instead of returning to pre-COVID bi-monthly chapter meetings, chapters now meet quarterly with higher engagement levels. By aligning digital and in-person engagement strategies, SABR has been able to maintain connection while reducing the burden on volunteers and staff.

What’s Next for SABR?

With a strong foundation in place, SABR is gearing up for its next big move:

• Finalizing the hiring of its External Relations Officer to accelerate membership partnerships.
• Implementing strategies to grow from 7,500 to 10,000 members.
• Further balancing revenue streams to ensure long-term sustainability.
• Improving student member retention, which currently sits at 50%.
• Sharing its approach with other associations looking to build sustainable growth models.
  
  

What This Means for You, Association Director

If you’re an executive director wondering how to take your organization to the next level, here’s the real takeaway: growth doesn’t just happen—it’s designed.

SABR’s success story is proof that when you clarify your brand, define your audience, and align your operations, big things happen. If you’re tired of trying to grow by doing more of the same—or if you’re stuck in a plateau and not sure how to move forward—let’s talk. 

Game on!

P.S. Scott Bush, SABR’s Executive Director, leads like a true teammate. Scott co-creates with his staff, leans into collaboration, and stays engaged in the process. With a background that includes time with the St. Paul Saints, Scott understands that growth isn’t a solo effort. He has teamwork in his blood, and it shows in how he’s embraced the Mercury Method. Even after our initial work together, Scott continued using our Value Proposition and Primary Audience worksheets, and leveraging insights from Mercury’s three-part webinar series. This isn’t just about having tools—it’s about having the right tools, backed by expert guidance and a strategic approach.