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Cesse 2012 Management Institute - Tarnbir Kaur, CAE - Essential Operations to Drive Local Business
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Cesse 2012 Management Institute - Tarnbir Kaur, CAE - Essential Operations to Drive Local Business

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Second hybrid meeting presentation from Dubai using Blue Sky's virtual KOL technology.

Second hybrid meeting presentation from Dubai using Blue Sky's virtual KOL technology.

Published in: Business, News & Politics

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  • Must aim at universalisation of secondary education by 2017Must aim at raising the Gross Enrolment Ratio (GER) in Higher Education to 20 percent by 2017 and 25 percent by 2022Must focus on quality of education (11th Plan emphasis was on quantity). Must invest in faculty development and teachers’ trainingMust aim at significant reduction in social, gender and regional gaps in education. Targets to be set for this purposeMajor curriculum reforms in vocational/skill development to ensure employability in response to changing market needsDevelopment and operationalisation of PPP models in School and Higher Education in accordance with the needs of a fast growing economy Research and innovation in higher education must be encouraged with cross-linkages between institutions and industry Faster creation of jobs, especially in manufacturingStronger efforts at health, education and skill development
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    • 1. Essential Operations to Drive Local Business Tarnbir Kaur, CAE Director – Association Management & Consulting, MCI Middle East and India July 2012 In partnership with 2
    • 2. Agenda Who Am I? Factors for success Association Offerings Regional Strategy Integrated Business Development Integrated Marketing and Communications Rise of Social Media Some examples Things to remember 3
    • 3. Who am I- Tarnbir Kaur, CAE Based in Dubai, UAE responsible for association management and consulting for Middle East, North Africa and India Prior to this was based in Singapore and consulted, advised and managed professional and trade associations in Asia Overall 12 years of working in the India, Asia and Middle East primarily in the not for profit sector Successfully led and developed international associations in Asia and Middle East. Spearheaded market research projects to assess potential and devise strategy for associations interested in Asia, India and Middle East 4
    • 4. Success in International Markets 5
    • 5. Association Offerings of Interest to InternationalMarkets Professional Platform Education- Trainings Certification/ Standards 6
    • 6. Regional Strategy Integrated Business Development Integrated Customer Marketing & Service Comms Strategy Chapter/ Membership Development Affiliate Management 7
    • 7. Growing Market Share • Incorporation and formation flexibility Strategy • Working with local partners or AM&C • Building strong partnerships – govt, association, corporateBusiness Development • Establishing various sales channels • Local touch point for customers Customer Service • Information, Communication and Time zones • Campaigns in local language and graphics Marketing • Local industry information and benefits • Customised packages – benefits, price, etc. Membership • Focused local recruitment & retention campaigns • Understanding of volunteer leadership locally Chapters • Not just support, but assist in execution of tasks 8
    • 8. Strategy Global HQ with regional operations and local staff managing the association For profit office in the region with regional staff managing operations Outsourced services to local company Joint operations with partner organization presence Working through service provider or business partners Having local presence in the form of Chapters and Affiliates 9
    • 9. Integrated Business Development Primary Goal: Achieving visibility for association in the region Strategy: Engagement with stakeholders in all areasGovernment Universities Service/ Companies Individuals TrainingDepartments and Colleges Providers 10
    • 10. Integrated Business Development Strategy • Understand the needs of the stakeholders and be genuinely interested in providing them with Learn solutions • Continue to engage them in regular conversations as it is unlikely that results will come from 1-2 Engage meetings • It is critical to deliver on your promises- whether it is for customized solutions or for specific products Deliver for regional needs 11
    • 11. Integrated Marketing and Communications Regional websites Local Using local Testimonials Chapters and and personal Partners stories Communications and Engagement Bi-lingual Social Media communicati Channels ons Integrating Market Feedback 12
    • 12. Rise of Social Media Influence Total users of Facebook in the Arab world stands at 45 Million users as of June up from 37 Million at the beginning of the year. The number of Facebook users in the Arab world has approximately tripled in the last 2 years (June 2010 – June 2012), increasing from 16 million users to 45 million users. Egypt still constitutes about a quarter of total Facebook users in the Arab region, and has added more users in the past year than any Arab country, at over 1.6 million new Facebook users between January and June 2012. Young people (between the ages of 18 and 34) make up around 70% of the 4 Million LinkedIn users in the Arab world Arabic is the fastest growing language in Twitter history with the region generating 67 tweets per second Source: Arab Social Media Report 13
    • 13. Integrated Marketing and Communications Strategy • Develop messages that are not too verbose and communicate the value of the product/service Messages offered • Positioning your association as an international Positioning leader that has world class products and services • Use innovative delivery channels to reach the target Channels market such as virtual job fairs 14
    • 14. IMA Booth at the Virtual Job Fair 15
    • 15. Lead Generation Strategy Gathering information from potential members and credential holders at every stage of communication to develop targeted messages with special offers. Measuring effectiveness of all campaigns and ensuring results are captured in the customer records for future campaigns Joint campaigns with Training/Service providers and partner organizations Creating specific programs for attendees from virtual job fairs and other events that the association participates in Offering incentives to get website visitors engaged and share detailed information so specific offerings can be developed for them 16
    • 16. Other Critical Elements • Proximity to members and their needs Customer • Continuous engagement strategy for members Service • Specific membership retention and recruitment campaign supportMembership • Validation of membership value and data on membershipDevelopment engagement • Ensuring that international members have local networking opportunities and a local presence via ChaptersChapters and • Having local volunteers who can represent the region within Affiliate the association 17
    • 17. Things to Remember Need for engagement with Government authorities due to greater influence Greater role of the public sector companies For example public sector employment accounts for about 20 percent of total employment in the MENA countries Recognizing role of employers in decisions about professional development and education Need for engagement with existing associations through joint membership programs Using local members, volunteers and credential holders as spokesperson for the association Ensuring all association areas are assimilated to arrive at new campaigns so information is used holistically 18
    • 18. 10 Step Quality Test for Your International Strategy 1. Does your strategy differentiate you from competitors or potential entrants? 2. Do you have an advantage in market position or capability? 3. Do you have a business plan with proper detail to support strategy & operations? 4. Does your strategy leverage trends impacting local customers? 5. Is your customer insight fresh? 6. Do you embrace risk and know what’s acceptable for growth? 7. Do you have commitment to your strategy and does it have flexibility? 8. Are your plans biased: too “hindsight Out of 2000+ firms focused” or “authority blind”? 9. Does your strategy include65% pass only 3 or fewer! implementation plans (e.g. resources: people, partners, policies/procedures, and technology)? 10. Do you have action plans (what, who, how, when) to better ensure execution? 19
    • 19. Contact Information About This Presentation Tarnbir Kaur, CAE tarnbir.kaur@mci-group.com