The difference between shareholders and members is centred on the type of benefits expected and the ability to switch “investments” if not satisfied. In the key respects of for whom the organisation exists and the ability to exercise democratic rights over the directors of the company, there are few differences. The Chairman of the Essendon Football Club stated in the 1999 Financial Statements (p4) that “The Essendon Football Club is made up of its members. Its reason for being is its members. It is the support of you its members which has enabled us to return to financial strength…”
This statement while reinforcing the importance of the member also highlights the difference in nature of the investment. A shareholder invests for a return, both dividend and capital growth. A member invests an annual subscription for the privilege of watching their team in action and to hopefully share in the team’s ultimate success. It is the consumption of a service (watching a football game) which confuses the identity of the member as owner as they are also customers. While shareholders of NAB can also be customers, they do not consume the product or service with the one investment amount.
Switching ability is another key difference. If a shareholder is unhappy with the return or business or management practices, there is an effective market mechanism for transferring investments. The football club member is limited by cultural and psychological constraints in their ability to switch investments (Stewart, 1983).
This highlights the corporate governance issue of “exit” versus “voice”. “Exit” involves an investor “leaving” the firm through a market mechanism usually as a result of dissatisfaction with performance. “Voice” involves parties who have “durable” relations with the firm and when dissatisfied with performance, voice their dissatisfaction (Hirschman, 1984; quoted in Nooteboom, 1999). Exit is not always a viable option although the reasons often given is the inability to liquidate a sizeable investment (Nooteboom, 1999).