ASAE Intnl Conference 2013_ Deep Dive into Emerging Markets
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ASAE Intnl Conference 2013_ Deep Dive into Emerging Markets



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ASAE Intnl Conference 2013_ Deep Dive into Emerging Markets ASAE Intnl Conference 2013_ Deep Dive into Emerging Markets Presentation Transcript

  • Deep Dive Exploration:Navigating the Emerging MarketsThursday May 16, 20138:00 a.m. – 10:45 a.m.
  • Agenda – Part 1• Agenda8:00-9:30 Growing Importance of Emerging Markets &Building a Competitive Business CaseJim OttFlorence ChuaTarnbir KaurGina Van DijkNikki WalkerUnderstanding the importance of the leadingemerging markets & latest trends Key global trends underlying business growth Nikki Walker Brazil Gina Van Dijk China Florence Chua Middle East & India Tarnbir KaurIn depth case study - how to define marketpotential, build a business case and entrystrategy: spotlight on the American College ofPhysicians (ACP) strategy in India.Jim OttTarnbir Kaur
  • Agenda – Part 2• Agenda9:30-10:30 Working the Business: Different Approaches forDifferent MarketsBrantlee UnderhillEryn CarterGreg DummerNikki WalkerPanel Discussion: Associations representingvarious strategies in several emerging marketsat different stages of maturity will share theirexperiences• Growth: defining their growth strategy fordifferent markets• Operations: identifying the right operationalmodel, and how this affects local staffing andexpertise, and HQ operations• Products & programs: customizing andensuring local relevancePMI in Latin America Brantlee UnderhillMDRT in Asia (spotlight on India) Eryn CarterSLAS in China Greg Dummer
  • Key global trends underlying business growthin these marketsNikki Walker, Global Vice PresidentAssociation Management & ConsultingMCI Group
  • 3 global trends• Changing demographics• Skills shortage• Education strategies
  • Changing demographics• Growth of Middle Class: > 50% of world’spopulation by 2030 (29% in 2008)• Massive fluctuation in old & young generations• Mounting pressure on working age “sandwich”generation
  • Global skills shortage• OneReady forWork10%25%34% of employersworldwide are having troublefilling jobs73% do not have the talent theyneed on staffManpower 2012
  • Every industry faces talent challenges
  • Education strategiesPut in quoteabout CEOstrategy fromother slides72% of CEOs statethat EDUCATION isthe most criticalfactor to ensurefuture success oftheir businessUnited Nations Global Compact CEOSurvey 2010
  • 10Opportunities for US Associations1. Worldwide ease of access2. US content as global leader(Asia, ME, LatAm)3. Thirst for knowledge/globalstandards/certification/bestpractices/competitiveadvantage4. Tangible vs intangibleproducts vs membership5. Members, customers orcommunity?6. One size doesn’t’ fit all;rules of engagement/ deliverymust change7. Mission vs margin8. World’s your oyster: where,who, why, what?
  • BRAZILTrends, government initiatives and growthopportunitiesGina Van Dijk, Deputy Managing Director, MCI Brazil
  • CHINATrends, government initiatives and growthopportunitiesFlorence ChuaDirector, Association Management & Consulting, MCI China
  • China 12th 5 Year Plan (2011-2015)Theme: Re-balancing Economic GrowthPrimary Goal: Improving People’s LivelihoodsGDP Growth at7- 8%DomesticConsumptionOrientedDevelop NewIndustriesGovernmentAdministrativeReformCPI Lower than4%
  • Strategic Industries/PlansAdvance growth through science and technology
  • 18th CPC National Congress Highlights1. New leadership to deepen reform2. Restructure administrative governance3. Speed up urbanization to reduce disparity4. Improve accessibility to healthcare and housing5. Boost domestic consumption6. Combat against corruption7. Address environmental pollution8. Improve food safety9. Aging population and one-child policy10. Liberalization of currency and interest rates
  • Governance Restructuring
  • Budget Priorities
  • Healthcare Reform
  • Immense Need for Energy
  • Employment/Talent Challenge
  • ImplicationsPlan and PersevereHuge market potential but complicatedMeet market needsMature products with strong BOKAlign with China priorities/needs12th 5-Year Plan Industry 5-Year Plan
  • INDIA & MIDDLE EASTTrends, government initiatives and growthopportunitiesTarnbir Kaur, CAE, Director Association Management & Consulting,MCI Middle East
  • India WEF Rankings
  • Focus areas for India’s 5 year planTheme: Increased involvement of private sectorPrimary Goal: Faster, Inclusive, Sustainable GrowthGDP Growth at9-9.5%Education andSkillDevelopmentCreation of JobsFocus oninfrastructureHealth andWomen’sdevelopment
  • Opportunities“During the Twelfth‐Plan, there is an urgent need to develop alarge sector offering short‐cycle qualifications in the formof associate degrees catering to intermediate skills in the highereducation space”
  • Key Growth Sectors• Retail• Telecom• Healthcare• Education• FMCG• BFSI• Real Estate and Construction
  • Middle East RegionSource: World Bank
  • Focus: Gulf States
  • GDP distribution
  • Diversification Strategy
  • Key Focus Sectors in GCC• Energy• Utilities and Transport• Financial Services• Industrial and Manufacturing• Healthcare and Education• Technology
  • Case Study: American College of Physicians(ACP) strategy in India.How to define market potential, build a business caseand entry strategy.James M. Ott, Senior Vice President, International Programs, ACP
  • Fostering Excellence & Professionalism inInternal MedicineA Case Study on Market Entry in India- James M. Ott, Senior Vice President, International Programs, ACP- Tarnbir Kaur, CAE Director, Association Management andConsulting, MCI group
  • What is ACP? Largest medical specialty society in the U.S. with 133,000 totalmembers. Membership includes internists, internal medicine subspecialists,residents and fellows-in-training, and medical students. Five categories of membership-Medical Students, Associates,Membership, Fellow and International Physician Affiliate Key products- Annals, MKSAP® 16, PIER®, ACP Journal wiseand additional Clinical Resources Mission: to enhance the quality and effectiveness of health care byfostering excellence and professionalism in the practice ofmedicine.
  • ACP International Membership2007 through 20126,0007,0008,0009,00010,00011,0002007 2008 2009 2010 2011 20126,745 6,9037,5908,6949,66110,152International Membership14 International Chapters in Canada, Brazil, Central America, Chile, Colombia,Mexico, Venezuela, Japan, Saudi and South East Asia
  • Why India? Greater emphasis oninternational expansion in ACPstrategic plan Viewed as untapped source ofmembership/product sales Significant number of domesticmembers are physicians ofIndian origin Some domestic ACP leadershave ties to India No need for translations
  • Why MCI?Consultant Selection Began in early 2011 RFP process Utilized advice from colleagues with otherspecialty societies Looked for broad experience in internationalmarket research, business development,healthcare, etc.
  • Internal planning International Coordinating Committee(Staff) Executive Office Business Unit Leader (Journal Editor,MKSAP) Membership and Marketing International Key Leaders (BoardMembers/Champions) International Council (Guidance,Input) Consultant (Reports to SVP,International Programs)
  • ACP Market Analysis Process•Trends ,PEST Analysis•Expose Barriers andChallenges•Opportunities with Public,Private & Academic Sectors•Customer Segmentation &BackgroundIndia MarketProfiles-August2011•Define Players &Assess SWOT•Point ofDifferentiation•Partner?CompetitiveAnalysis – Sep2011 •Market Entry Products•Alignment of Productsto Segments•Possible Value Gaps•Core CompetenciesProduct Audit-Sep 2011•Define Segments’Needs, Expectations,Desired Outcomes•Confirm Any Gaps &Remedies•80 interviews in totalCustomerOutreach -Nov2011•Identify – MarketAccess, FinancialSupporters, ServiceProviders, ContentProviders, CommunityMultipliers, Media, etc.•Profile, Score & RankPartner AnalysisNov 2011Kickoff-May2011Data AnalysisInterviewsProject PlanReviewRecommendations-Dec 2011Recommendations basedon three key outcomes
  • Key findings 90% of respondents wanted ACPto increase its presence in India 70% of non-members had heard ofACP and Annals 80% were not aware they couldjoin ACP Majority of ACP members in Indiadid not find value in localassociations Respondents felt ACP should notcollaborate closely (or launch) withlocal association as it would dilutetheir brand equity
  • Key findings ACP can fill a gap in the Indianmedical community Focus on improving quality ofmedical care via recertificationand professional development Medical schools looking forcollaborators to improve medicaleducation Private hospitals seeking tomeet global standards formedical tourism Emphasis on training anddevelopment of private hospitalstaff to retain them
  • Next step- three year business planLocal Vision,Mission, ValuePropositionGrowth StrategyMap, BusinessModel, SuccessMetrics1st Year detailedGoals and year 2-3 high level goals ,Revenue Targets,Pricing Strategy,Budget Model &Assumptions1st Year ProductStrategyForeign MNC’s,Local Companies,& UniversitiesOngoing ProductDevelopmentInfrastructureBusiness License,Back Office,Business Units,Partner Strategy1st Year Program -Market AccessDemand BuildCustomerAcquisitionBranding,MARCOM SalesGrowth3 year BusinessPlan for ACP
  • Proposed StrategyACP India 3year planBrand buildingGainingAcceptanceBuildingEngagement
  • Year 1- cost and results Visibility for ACP ACP India Website Outreach to all stakeholders andmultipliers ACP Membership offered in INR Road shows in Delhi and Mumbai:September 2012 and February 2013 Marketing, Communications, PR andsocial media plans Identify Volunteers for Chapterformation activities ACP India launch event: December2013 ACP has applied for CME credits forevents/coursesBudget Consultant– Staffing &infrastructure– Marketing,communications, PR– Outreach: events,road-shows ACP– Travel for speakersand staff
  • Membership in IndiaJune 2011 March 2013Masters 1 1Fellows 56 63Members 35 54Associates 6 1Students 81 71HonoraryFellows8 9PhysicianAffiliate0 3Total 187 202
  • Challenges encountered Transacting business in Rupees “Behind the scenes” logistics,technical solutions Communications with members, non-members $100 USD for lifetime membership inAssociation of Physicians of India(API) Rethinking the chapter structure Repackaging existing products, dues “Stay the course” – Three year plan,leadership looking for results
  • What have we learned so far? Interest in ACP very high Internal Medicine Leaders welcomeus in India There are many opportunities forcollaboration with associations andhospitals Price sensitivity greater thanexpected Importance of being locally relevant Be prepared to repackage existingproducts and services Be patient! Think long-term…. Enjoy the journey!
  • Questions?
  • Agenda – Part 2• Agenda9:30-10:30 Working the Business: Different Approaches forDifferent MarketsBrantlee UnderhillEryn CarterGreg DummerNikki WalkerPanel Discussion: Associations representingvarious strategies in several emerging marketsat different stages of maturity will share theirexperiences• Growth: defining their growth strategy fordifferent markets• Operations: identifying the right operationalmodel, and how this affects local staffing andexpertise, and HQ operations• Products & programs: customizing andensuring local relevancePMI in Latin America Brantlee UnderhillMDRT in Asia (spotlight on India) Eryn CarterSLAS in China Greg Dummer
  • PMIBrantlee UnderhillDirector, Membership and CommunitiesProject Management Institute
  • Project Management Institute (PMI)• Worldwide advocate for project managementprofession• 700,000 members, certification and credentialholders and volunteers• Library of globally recognized standards• Extensive academic and market researchprograms, chapters, communities of practice, andprofessional development opportunities• Headquartered in Newtown Square, PA (USA);offices and staff in India, China, Washington DC,Brussels, Dubai, Argentina, Brazil, Seattle,Singapore
  • Focus on Latin AmericaConsistently fastest growing region formembership• 2009: Market research identified locallyspecific needs– Build on strengths and reinforce vulnerableareas• 2012: Review/Lessons Learned• 2013: Invest to grow and maintain momentumin region
  • MDRTEryn Carter, CAEDirector, Global MarketsMillion Dollar Round Table
  • MDRT - Overview• Professional association of life insuranceagents and financial advisors• 38,000 members in 69 countries• 73% outside the U.S.; 67% in Asia• U.S headquarters with offices in Singapore,China, and India; consultants in Mexico
  • STRATEGICPRIORITIESGlobal CommunicationsNetworkRisk ManagementRegional MeetingsMarket ResearchLeadership DevelopmentSegmentation andExpansion
  • SLASGreg Dummer, CAEChief Executive OfficerSociety for Laboratory Automation and Screening
  • Society for Laboratory Automation andScreening (SLAS)
  • SLAS China Operations•Analyze potential partners•Develop local relationships•Identifying and supportingprogram committee•Establishing Asia Council•Local conference team (salesand marketing included)•Better management ofprocesses e.g. taxation•Local customerservice/membershipsupport•Emerging market pricing•Phone surveysMembershipConference &ExhibitionLocalRelationshipsVolunteers
  • Panel Discussion
  • Q & A
  • Thank You
  • Contact InformationJames M. OttSenior Vice President,International ProgramsAmerican College 1.215-351-2535Brantlee UnderhillDirector, Membership andCommunitiesProject Management Carter, CAEDirector, Global MarketsMillion Dollar Round 847.692.6378Greg Dummer, CAEChief Executive OfficerSociety for LaboratoryAutomation and, ext. 100
  • Contact InformationNikki WalkerGlobal Vice PresidentAssociation Management &ConsultingMCI GroupNikki.walker@mci-group.comGina Van DijkDeputy Managing DirectorMCI BrazilGina.VanDijk@mci-group.comFlorence ChuaDirector, AssociationManagement & Consulting.MCI ChinaFlorence.chua@mci-group.comTarnbir Kaur, CAEDirector, AssociationManagement & Consulting.MCI Middle