To Marge Kuhlmann and others... I have a somewhat contrarian view of corporate memberships at the Oregon Historical Society, driven partly by my MBA/private sector background and a recent study we performed. We had a team of volunteers from the local Harvard Business School alumni group do a study for us to help design the "corporate membership product". My feeling was that before we created a huge schedule of benefits I wanted to know what the "customer" wanted and valued. What we found surprised us. Even though all our peer organizations have elaborate benefits grids (which are expensive, awkward, and time-consuming to manage), and we "tested" a large number of potential benefits with prospective and current corporate members, businesses basically told us they didn't make their "purchase decisions" based on the benefits. They give based on the perceived value of the cause, versus their resources available for giving. They did seem to value benefits that accrued to their employees (free/reduced admission, special events), and they valued public recognition of their generosity. But all the other possible benefits, awarded at various giving levels, weren't important to most businesses (of course, each benefit had an attraction to a small number, but not to very many). I concluded from that information that we were wasting our time and resources trying to create a benefits structure to "compete", and we were better off focusing on the real message--the value of our institution and its programs to the community (with employee benefits and recognition as the only enhancements). This tack also has an advantage in reducing quid-pro-quo tax deductibility issues. That means that campaigning for corporate members must usually be done with personal calls, either by board or senior staff members, that the focus is on the value of the institution (not the value of the benefits). We are still considering sweetening the pot with benefits that are good for us, too (such as a free facilities use--which will get more newcomers into the Oregon History Center). And I believe the best pitch is one tailored to the history of the business--a pitch we as a historical society are uniquely able to make. I hope this helps. Ted Kaye Director/Development--Oregon Historical Society