This document summarizes a conference on navigating emerging markets. The conference included discussions on key global trends like changing demographics and skills shortages. Country-specific breakout sessions provided overviews of Brazil, China, India, and the Middle East. A case study detailed the American College of Physicians' strategy for entering the Indian market, including conducting market research and developing a three-year business plan. The final panel discussed various associations' approaches to growth, operations, and customizing products in different emerging markets.

1. Deep Dive Exploration:
Navigating the Emerging Markets
Thursday May 16, 2013
8:00 a.m. – 10:45 a.m.

2. Agenda – Part 1
• Agenda
8:00-9:30 Growing Importance of Emerging Markets &
Building a Competitive Business Case
Jim Ott
Florence Chua
Tarnbir Kaur
Gina Van Dijk
Nikki Walker
Understanding the importance of the leading
emerging markets & latest trends
 Key global trends underlying business growth Nikki Walker
 Brazil Gina Van Dijk
 China Florence Chua
 Middle East & India Tarnbir Kaur
In depth case study - how to define market
potential, build a business case and entry
strategy: spotlight on the American College of
Physicians (ACP) strategy in India.
Jim Ott
Tarnbir Kaur

3. Agenda – Part 2
• Agenda
9:30-10:30 Working the Business: Different Approaches for
Different Markets
Brantlee Underhill
Eryn Carter
Greg Dummer
Nikki Walker
Panel Discussion: Associations representing
various strategies in several emerging markets
at different stages of maturity will share their
experiences
• Growth: defining their growth strategy for
different markets
• Operations: identifying the right operational
model, and how this affects local staffing and
expertise, and HQ operations
• Products & programs: customizing and
ensuring local relevance
PMI in Latin America Brantlee Underhill
MDRT in Asia (spotlight on India) Eryn Carter
SLAS in China Greg Dummer

4. Key global trends underlying business growth
in these markets
Nikki Walker, Global Vice President
Association Management & Consulting
MCI Group

5. 3 global trends
• Changing demographics
• Skills shortage
• Education strategies

6. Changing demographics
• Growth of Middle Class: > 50% of world’s
population by 2030 (29% in 2008)
• Massive fluctuation in old & young generations
• Mounting pressure on working age “sandwich”
generation

7. Global skills shortage
• One
Ready for
Work
10%
25%
34% of employers
worldwide are having trouble
filling jobs
73% do not have the talent they
need on staff
Manpower 2012

8. Every industry faces talent challenges

9. Education strategies
Put in quote
about CEO
strategy fro
mother slides
72% of CEOs state
that EDUCATION is
the most critical
factor to ensure
future success of
their business
United Nations Global Compact CEO
Survey 2010

10. 10
Opportunities for US Associations
1. Worldwide ease of access
2. US content as global leader
(Asia, ME, LatAm)
3. Thirst for knowledge/global
standards/certification/best
practices/competitive
advantage
4. Tangible vs intangible
products vs membership
5. Members, customers or
community?
6. One size doesn’t’ fit all;
rules of engagement/ delivery
must change
7. Mission vs margin
8. World’s your oyster: where,
who, why, what?

11. BRAZIL
Trends, government initiatives and growth
opportunities
Gina Van Dijk, Deputy Managing Director, MCI Brazil

12. CHINA
Trends, government initiatives and growth
opportunities
Florence Chua
Director, Association Management & Consulting, MCI China

13. China 12th 5 Year Plan (2011-2015)
Theme: Re-balancing Economic Growth
Primary Goal: Improving People’s Livelihoods
GDP Growth at
7- 8%
Domestic
Consumption
Oriented
Develop New
Industries
Government
Administrative
Reform
CPI Lower than
4%

14. Strategic Industries/Plans
Advance growth through science and technology

15. 18th CPC National Congress Highlights
1. New leadership to deepen reform
2. Restructure administrative governance
3. Speed up urbanization to reduce disparity
4. Improve accessibility to healthcare and housing
5. Boost domestic consumption
6. Combat against corruption
7. Address environmental pollution
8. Improve food safety
9. Aging population and one-child policy
10. Liberalization of currency and interest rates

16. Governance Restructuring

17. Budget Priorities

18. Healthcare Reform

19. Immense Need for Energy

20. Employment/Talent Challenge

21. Implications
Plan and Persevere
Huge market potential but complicated
Meet market needs
Mature products with strong BOK
Align with China priorities/needs
12th 5-Year Plan Industry 5-Year Plan

22. INDIA & MIDDLE EAST
Trends, government initiatives and growth
opportunities
Tarnbir Kaur, CAE, Director Association Management & Consulting,
MCI Middle East

23. India WEF Rankings

24. Focus areas for India’s 5 year plan
Theme: Increased involvement of private sector
Primary Goal: Faster, Inclusive, Sustainable Growth
GDP Growth at
9-9.5%
Education and
Skill
Development
Creation of Jobs
Focus on
infrastructure
Health and
Women’s
development

25. Opportunities
“During the Twelfth‐Plan, there is an urgent need to develop a
large sector offering short‐cycle qualifications in the form
of associate degrees catering to intermediate skills in the higher
education space”

26. Key Growth Sectors
• Retail
• Telecom
• Healthcare
• Education
• FMCG
• BFSI
• Real Estate and Construction

27. Middle East Region
Source: World Bank

28. Focus: Gulf States

29. GDP distribution

30. Diversification Strategy

31. Key Focus Sectors in GCC
• Energy
• Utilities and Transport
• Financial Services
• Industrial and Manufacturing
• Healthcare and Education
• Technology

32. Case Study: American College of Physicians
(ACP) strategy in India.
How to define market potential, build a business case
and entry strategy.
James M. Ott, Senior Vice President, International Programs, ACP

33. Fostering Excellence & Professionalism in
Internal Medicine
A Case Study on Market Entry in India
- James M. Ott, Senior Vice President, International Programs, ACP
- Tarnbir Kaur, CAE Director, Association Management and
Consulting, MCI group

34. What is ACP?
 Largest medical specialty society in the U.S. with 133,000 total
members.
 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 wise
and additional Clinical Resources
 Mission: to enhance the quality and effectiveness of health care by
fostering excellence and professionalism in the practice of
medicine.

35. ACP International Membership
2007 through 2012
6,000
7,000
8,000
9,000
10,000
11,000
2007 2008 2009 2010 2011 2012
6,745 6,903
7,590
8,694
9,661
10,152
International Membership
14 International Chapters in Canada, Brazil, Central America, Chile, Colombia,
Mexico, Venezuela, Japan, Saudi and South East Asia

36. Why India?
 Greater emphasis on
international expansion in ACP
strategic plan
 Viewed as untapped source of
membership/product sales
 Significant number of domestic
members are physicians of
Indian origin
 Some domestic ACP leaders
have ties to India
 No need for translations

37. Why MCI?
Consultant Selection
 Began in early 2011
 RFP process
 Utilized advice from colleagues with other
specialty societies
 Looked for broad experience in international
market research, business development,
healthcare, etc.

38. Internal planning
 International Coordinating Committee
(Staff)
 Executive Office
 Business Unit Leader (Journal Editor,
MKSAP)
 Membership and Marketing
 International
 Key Leaders (Board
Members/Champions)
 International Council (Guidance,
Input)
 Consultant (Reports to SVP,
International Programs)

39. ACP Market Analysis Process
•Trends ,PEST Analysis
•Expose Barriers and
Challenges
•Opportunities with Public,
Private & Academic Sectors
•Customer Segmentation &
Background
India Market
Profiles-August
2011
•Define Players &
Assess SWOT
•Point of
Differentiation
•Partner?
Competitive
Analysis – Sep
2011 •Market Entry Products
•Alignment of Products
to Segments
•Possible Value Gaps
•Core Competencies
Product Audit-
Sep 2011
•Define Segments’
Needs, Expectations,
Desired Outcomes
•Confirm Any Gaps &
Remedies
•80 interviews in total
Customer
Outreach -Nov
2011
•Identify – Market
Access, Financial
Supporters, Service
Providers, Content
Providers, Community
Multipliers, Media, etc.
•Profile, Score & Rank
Partner Analysis
Nov 2011
Kickoff-May
2011
Data Analysis
Interviews
Project Plan
Review
Recommendations-
Dec 2011
Recommendations based
on three key outcomes

40. Key findings
 90% of respondents wanted ACP
to increase its presence in India
 70% of non-members had heard of
ACP and Annals
 80% were not aware they could
join ACP
 Majority of ACP members in India
did not find value in local
associations
 Respondents felt ACP should not
collaborate closely (or launch) with
local association as it would dilute
their brand equity

41. Key findings
 ACP can fill a gap in the Indian
medical community
 Focus on improving quality of
medical care via recertification
and professional development
 Medical schools looking for
collaborators to improve medical
education
 Private hospitals seeking to
meet global standards for
medical tourism
 Emphasis on training and
development of private hospital
staff to retain them

42. Next step- three year business plan
Local Vision,
Mission, Value
Proposition
Growth Strategy
Map, Business
Model, Success
Metrics
1st Year detailed
Goals and year 2-
3 high level goals ,
Revenue Targets,
Pricing Strategy,
Budget Model &
Assumptions1st Year Product
Strategy
Foreign MNC’s,
Local Companies,
& Universities
Ongoing Product
Development
Infrastructure
Business License,
Back Office,
Business Units,
Partner Strategy
1st Year Program -
Market Access
Demand Build
Customer
Acquisition
Branding,
MARCOM Sales
Growth
3 year Business
Plan for ACP

43. Proposed Strategy
ACP India 3
year plan
Brand building
Gaining
Acceptance
Building
Engagement

44. Year 1- cost and results
 Visibility for ACP
 ACP India Website
 Outreach to all stakeholders and
multipliers
 ACP Membership offered in INR
 Road shows in Delhi and Mumbai:
September 2012 and February 2013
 Marketing, Communications, PR and
social media plans
 Identify Volunteers for Chapter
formation activities
 ACP India launch event: December
2013
 ACP has applied for CME credits for
events/courses
Budget
 Consultant
– Staffing &
infrastructure
– Marketing,
communications, PR
– Outreach: events,
road-shows
 ACP
– Travel for speakers
and staff

45. Membership in India
June 2011 March 2013
Masters 1 1
Fellows 56 63
Members 35 54
Associates 6 1
Students 81 71
Honorary
Fellows
8 9
Physician
Affiliate
0 3
Total 187 202

46. Challenges encountered
 Transacting business in Rupees
 “Behind the scenes” logistics,
technical solutions
 Communications with members, non-
members
 $100 USD for lifetime membership in
Association of Physicians of India
(API)
 Rethinking the chapter structure
 Repackaging existing products, dues
 “Stay the course” – Three year plan,
leadership looking for results

47. What have we learned so far?
 Interest in ACP very high
 Internal Medicine Leaders welcome
us in India
 There are many opportunities for
collaboration with associations and
hospitals
 Price sensitivity greater than
expected
 Importance of being locally relevant
 Be prepared to repackage existing
products and services
 Be patient! Think long-term….
 Enjoy the journey!

48. Questions?

49. Agenda – Part 2
• Agenda
9:30-10:30 Working the Business: Different Approaches for
Different Markets
Brantlee Underhill
Eryn Carter
Greg Dummer
Nikki Walker
Panel Discussion: Associations representing
various strategies in several emerging markets
at different stages of maturity will share their
experiences
• Growth: defining their growth strategy for
different markets
• Operations: identifying the right operational
model, and how this affects local staffing and
expertise, and HQ operations
• Products & programs: customizing and
ensuring local relevance
PMI in Latin America Brantlee Underhill
MDRT in Asia (spotlight on India) Eryn Carter
SLAS in China Greg Dummer

50. PMI
Brantlee Underhill
Director, Membership and Communities
Project Management Institute

51. Project Management Institute (PMI)
• Worldwide advocate for project management
profession
• 700,000 members, certification and credential
holders and volunteers
• Library of globally recognized standards
• Extensive academic and market research
programs, chapters, communities of practice, and
professional development opportunities
• Headquartered in Newtown Square, PA (USA);
offices and staff in India, China, Washington DC,
Brussels, Dubai, Argentina, Brazil, Seattle,
Singapore

52. Focus on Latin America
Consistently fastest growing region for
membership
• 2009: Market research identified locally
specific needs
– Build on strengths and reinforce vulnerable
areas
• 2012: Review/Lessons Learned
• 2013: Invest to grow and maintain momentum
in region

53. MDRT
Eryn Carter, CAE
Director, Global Markets
Million Dollar Round Table

54. MDRT - Overview
• Professional association of life insurance
agents 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

55. STRATEGIC
PRIORITIES
Global Communications
Network
Risk Management
Regional Meetings
Market Research
Leadership Development
Segmentation and
Expansion

56. SLAS
Greg Dummer, CAE
Chief Executive Officer
Society for Laboratory Automation and Screening

57. Society for Laboratory Automation and
Screening (SLAS)

58. SLAS China Operations
•Analyze potential partners
•Develop local relationships
•Identifying and supporting
program committee
•Establishing Asia Council
•Local conference team (sales
and marketing included)
•Better management of
processes e.g. taxation
•Local customer
service/membership
support
•Emerging market pricing
•Phone surveys
Membership
Conference &
Exhibition
Local
Relationships
Volunteers

59. Panel Discussion

60. Q & A

61. Thank You

62. Contact Information
James M. Ott
Senior Vice President,
International Programs
American College of
Physicians
jott@mail.acponline.org
+ 1.215-351-2535
Brantlee Underhill
Director, Membership and
Communities
Project Management Institute
Brantlee.Underhill@pmi.org
+1.610.356.4600
Eryn Carter, CAE
Director, Global Markets
Million Dollar Round Table
ecarter@mdrt.org
+1 847.692.6378
Greg Dummer, CAE
Chief Executive Officer
Society for Laboratory
Automation and Screening
gdummer@slas.org
+1.630.256.SLAS, ext. 100

63. Contact Information
Nikki Walker
Global Vice President
Association Management &
Consulting
MCI Group
Nikki.walker@mci-group.com
Gina Van Dijk
Deputy Managing Director
MCI Brazil
Gina.VanDijk@mci-
group.com
Florence Chua
Director, Association
Management & Consulting.
MCI China
Florence.chua@mci-
group.com
Tarnbir Kaur, CAE
Director, Association
Management & Consulting.
MCI Middle East
Tarnbir.kaur@mci-group.com