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Asae Agm Panel 2008.V3

Asae Agm Panel 2008.V3



ASAE & Center AGM 2008 -

ASAE & Center AGM 2008 -
"Local Business Strategy and Infrastructure Can Grow Business Globally"



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    Asae Agm Panel 2008.V3 Asae Agm Panel 2008.V3 Presentation Transcript

    • ASAE 2008 Local Business Strategy and Infrastructure Can Grow Business Globally
      • Tom Reiser, ISN, Brussels
      • Helen van Oers, World at Work, Singapore
      • Matteo Pederzoli, MDRT Brussels
    • Session outline
      • Define your session outcomes
      • Global growth: What’s the right strategy?
        • Mistakes most often made
        • Questions that associations are asking
      • Share proven practice knowledge:
        • Outreach & Global Brand Awareness - World Kidney Day – Tom Reiser
        • Pan-Asian Conference Start-up - World at Work – Helen van Oers
        • Business Development in New Europe - MDRT – Matteo Pederzoli
      • Open discussion
        • Answer questions
        • Ensure we addressed your session outcomes
      • Session takeaways
      • For more information
    • But first….how many of you
      • Work for
        • a US association with international members?
        • OR a US-based international association?
      • From professional societies?
      • From trade associations?
      • What challenges do you most often face in growing your business outside the US?
      • And finally…what outcomes would you like to take away from this session ?
    • MCI Group 27 Offices in 18 countries Plus 4 Offices via the SmithBucklin - MCI Global Partnership ID Regional Offices Brussels, Dubai, Singapore, Buenos Aires ID National Offices London, Paris, Mumbai, Shanghai
    • Mistakes most often made
      • Sell them what we have, not what they want…..
      • Communications, promotions or product design/delivery US-centric E.g. Live webinars at 1100pm in Mumbai?
      • Taking revenues out of a region versus managing revenue and expenses within the region E.g. losing on currency exchange, not building wealth locally
      • No HQ international staff leader to help drive international orientation across business units
      • Centrally run, no regional presence
      • Treating “international” as one “thing” e.g. 50 US chapters and 1 international chapter of 50 countries
      • “ Going global” without a real reason, strategy, plan
      • Not seeing a region as profit center (particularly as the USD is weak)
      • Little if any integration of leadership composition (95% US 5% international) often doesn’t reflect member ratio
      • Little if any consideration of non-US perspective in agendas, planning and decision-making processes E.g. “diversity”… not an issue outside US
    • Questions that associations are asking…How
      • Do we grow globally?
      • Pick the right regions to serve?
      • Lead with membership or product?
      • Adapt membership or product to local needs?
      • Do we develop the right regional model to deploy them?
      • Do we create or sustain chapters and local participation?
      • Do we develop partnerships, sponsors?
      • Manage expenses while mitigating risk (e.g. currency)?
    • World Kidney Day Tom Reiser – ISN Executive Director
      • Tom "has" +15 years experience working with an in many "cases led" international medical professional societies
      • He currently serves as MCI’s Institutional Healthcare Practice Leader as well as the Executive Director of the International Liver Cancer Association and the International Society of Nephrology
      • Tom has lived and worked in Europe and the United States and speaks frequently on topics related to professional association and conference management
    • World at Work Helen van Oers – Director of Asia Pacific Development
      • Served several US-based associations covering member and chapter relations, certification program management, overall daily operations including business and budget planning, event and marketing management, and team director
      • Six years at MCI Brussels then open MCI Singapore
      • Now a member of the MCI Asia Pacific leadership team based in India
      • Helen received her Bachelor Business Administration in Hotel Management from the Hotel School The Hague, Netherlands
    • Million Dollar Roundtable Matteo Pederzoli – European Regional Director
      • As European Regional Director for the Million Dollar Roundtable, Matteo focuses on Central & Southeastern Europe and Commonwealth of Independent States to develop MDRT membership among top management in life insurance corporations
      • Previously served at
        • The Center for Strategic and International Studies developing economic and foreign policy for Central and Eastern European countries.
        • Print Services & Distribution Association
        • Past board member of the Society of National Association Publications
      • Served as International Ticket Sales Manager for the Torino 2006 Winter Olympic Games Organizing Committee
      • Matteo holds a BA in Communication/Political Science from Arizona State University and a Master's in International Affairs from George Washington University
    • Your Questions!
      • Flip Chart (your session outcomes)
      • Other thoughts…
        • What challenges have you met with your own global membership campaigns?
        • Do you adapt the content and/or delivery of your products and services to meet local needs?
        • Are you conducting regional/local market feasibility studies and an event business plan to establish a sustainable conference model?
    • Session Takeaways – “Think Like a Start up”
      • An active and visible local presence – depending on the strategy and goals – to project into a region and demonstrate your commitment to stakeholders that you are there not to “take out” value but to “invest” value that returns for everyone
      • Management on the ground with fully integrated practices and procedures with international HQ
      • Technology integration – Whether it’s managing detailed member records, collaborative systems, or database marketing initiatives
      • Lower communication and cultural barriers
      • Integrate local volunteer leaders into your management process (“real” self-determination” with ability for them to have a stake in building “locally relevant” products and services)
      • Treat the market as an investment with a tangible, measurable locally relevant strategy and implementation plan (3 year time horizon)
      • Calculated risk management (keeping the costs to enter/exit a market manageable); revenues collected and expenses paid in local currency ; get shielded from local personnel laws concerning hiring, discipline, or HR benefit costs
      • Accelerate time to market (with on the ground resources to respond quickly)
      • Scalable operations – Having the ability to adapt resource needs quickly any where in the world by project or for other purposes with the proper expertise when needed.
    • For more information Contact information : Peter Turner MCI Institutional Division – US Market +1 571 275 1516 [email_address]