Great Ideas 2009 Act Locally, Think

Globally: Leveraging Opportunities

Peter TurnerBus. Development Director, US Institutional MarketMCIFebruary 22; 315pm-430pm

Connecting Great Ideas and Great People

Session Focus

Most common barriers when working a regional market

Opportunities used to enter a market, build community, and brand awareness

Examples of successful approaches by other associations that were locally relevant

Agenda

Global growth trends Impact on associations Research results

Opportunities they see Obstacles to overcome

How some associations are responding

Tools to improve your chances

What region grew the fastest since 2001?

Emerging Markets Rule

Global Growth Trends 24/7 Global Project Management – requiring

interoperable standards & practices from body of knowledge to practices

Outsourcing (Asia) spreads to white collar (BPO) Asian skill “gaps” in knowledge application Customer service expectation is global whether

NY, London, Dubai, Singapore Massive fluctuation in youth and aged groups

with new consumer habits, learning modes, and supply of labor

Workforce mobility & diversity acceleration – global expats; cultural assimilation

Emerging market’s growing middle class demands for goods and services

Knowledge becoming more diffuse (Asia) As standards of living rise demand for "non

formal" education grows

Signs Impacting You

A growing presence of non-US Customer product

consumption (e.g. certification)

Attendance at US meetings Author contributions to

publications More reliant on international

members and customers to maintain revenue growth

Regional members, customers, partners and leaders demanding your client be more “present and engaged” in their region

Globalization’s Impact on Assns Global Scale

265,000

84,000

80,000

64,000

96,300

Indian university system couldn’t supply enough “qualified”

engineers

On WIPRO Campus

300 professors

350 new employees every MONDAY! (constant 3150 students)

Track 1: 12-14 week mandatory programs

Track 2: “graduate level” voluntary (career dependent)

Weeds out, builds “project ready” ppl, reduces staff turnover to 1%

Research Results

In 2008, the Government of Abu Dhabi hired MCI to determine US and EU based associations needed to build a sustainable business in region

Client Interviews & Survey Respondents

Survey - Leading Opportunities Next 12-24 Months

1. Run regional conference, seminars, or workshops2. Raise brand awareness3. Increase membership and locally relevant product sales4. Grow participation in our local, regional, international activities 5. Grow more affiliates to conduct more local activities 6. Promote programs to local peer groups and/or govt agencies7. Improve volunteer leadership development8. Conduct market feasibility to determine business potential 9. Find local faculty or presenters 10. Explore office opening

Survey - Barriers to Regional Growth

1. Lack of experience and knowledge of region

2. Local recognition of non-profit status3. Weak volunteer leadership support4. Getting government endorsements and promotion support5. Gaining acceptance of professional women & certain ethnic group 6. Better local marketing and business development

7. Local community receptivity to US/EU-based associations

8. Gaining access to professional women in our field

9. Rising inflation of costs to do business10. Lack of transparency and cost to establish an office

Single biggest problem is inability to scale to meet opportunities or overcome obstacles

Survey – Ingredients of a Successful Market

Infrastructure Needs Unrestricted access to tech &

communication Proximity of members &

prospects Access to partnership prospects Number/qual of institutions in

field Number/quality of university

programs and grads in field Local attractions

Reg. & Business Environment Local receptivity to our

purpose/mission Ease of doing business Importance of fair and ethical

business customs Ability to repatriate revenue

from region if needed Openness and transparency of

local practices Supportive regulatory and tax

environment

Quality Service Providers Membership & chapter

development Education, training and

certification Publishing and translation Marketing and business

development Access to capital for raising

funds for regional activities Access to quality legal services Access to global banking

services (merchant account)

Regional Staffing Needs Language fluency in local and

English Functional expertise using

“generally accepted” practices

Experience in our field Local HR hiring restrictions low

Business Indices for Qualifying Opportunities

Track & Contrast Competitive Factors

WEF Arab World Competitiveness 2007 Report

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Practices – Mature MarketSeven figure revenue growth from network of 20+ national

societies & training providers

Partnering to Overcome National Society Barriers

Local Member Services

Local Test Prep Training

World HQ

Asia Office

Middle East Office

Europe Office

Africa Office

North America Office

(Field Staff)

Oceana Office

South & Central America Office

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Country CAffiliate

Country AAffiliate

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Instructor A

Instructor B

Bus, Consultant A

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Bus Consultant B

CBT Test Centre Vendor A

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CBT Test CentreVendor A

NameTitle

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Membership

Education

Certification

Support

Strategy and Decision Making

Practices – Emerging MarketSix figure revenue increase in revenue from EMEA (20%

increase in local membership & 33% increase in AGM attendance)

Enterprise Level Sales

Membership

Meeting Attendance

Enterprise sales: building c-level executive contacts to create an “enterprise level pipeline”

Central/ Eastern Europe focus Partnerships: local chambers (financial &

political support), national societies (access to new audiences), and sister organizations (market research)

Local language communications to promote local, regional and international programs and services

Increased participation by volunteers and members to regional and international activities

MDRT ambassadorship program at local corporate member company meetings or local events to promote MDRT content

Seminars/Training/Workshops on sales/practice management presentations

Practices – Emerging Market300% Increase in Membership in 12 months

Establish close relations Chinese government, corporations and universities

Develop new training tailored to Chinese market

Provide local volunteer leader support

Revitalize the Chinese website Translate all the collateral and

produce a website in Chinese ISPE’s pavilion at China Pharm

2008 ISPE China Conference 2008 Marketing and promotion

activities

Local Office

Government Partners

Volunteer Leader Development

Training & MARCOM

Tools to Improve Your Chances Customer Segmentation Profiling – qualitative and

quantitative data collected in field to develop a profile model of needs, expectation and desired outcomes

Regional Economic, Business, Social, Technical Trends – assess independent variables

Country to Country Analysis – to confirm best event location

Competitive Analysis – to help shape competitive advantage

Comparative Analysis – contrast business/ops models Financial Analysis – business model needed to deliver the

value your client’s customers say they want (level of investment the association ready to make overtime)

Operational Analysis – what’s required to deliver effectively and efficiently within the region

Product Audit - sell them what they want not what you have… adapt product to local need

For Slides & More Information

Contact information:

Peter TurnerBusiness Development Director, US

Institutional Market MCIPhone: +1.571.275.1515E-mail: peter.turner@mci-group.comWebsites: www.growglobally.org