Gr8t Ideas.2009.Actlocally


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Gr8t Ideas.2009.Actlocally

  1. 1. Great Ideas 2009 Act Locally, Think Globally: Leveraging Opportunities Peter Turner Bus. Development Director, US Institutional Market MCI February 22; 315pm-430pm Connecting Great Ideas and Great People
  2. 2. Session Focus <ul><li>Most common barriers when working a regional market </li></ul><ul><li>Opportunities used to enter a market, build community, and brand awareness </li></ul><ul><li>Examples of successful approaches by other associations that were locally relevant </li></ul>
  3. 3. Agenda <ul><li>Global growth trends </li></ul><ul><li>Impact on associations </li></ul><ul><li>Research results </li></ul><ul><ul><li>Opportunities they see </li></ul></ul><ul><ul><li>Obstacles to overcome </li></ul></ul><ul><li>How some associations are responding </li></ul><ul><li>Tools to improve your chances </li></ul>
  4. 4. What region grew the fastest since 2001?
  5. 5. Emerging Markets Rule
  6. 6. Global Growth Trends <ul><li>24/7 Global Project Management – requiring interoperable standards & practices from body of knowledge to practices </li></ul><ul><li>Outsourcing (Asia) spreads to white collar (BPO) </li></ul><ul><li>Asian skill “gaps” in knowledge application </li></ul><ul><li>Customer service expectation is global whether NY, London, Dubai, Singapore </li></ul><ul><li>Massive fluctuation in youth and aged groups with new consumer habits, learning modes, and supply of labor </li></ul><ul><li>Workforce mobility & diversity acceleration – global expats; cultural assimilation </li></ul><ul><li>Emerging market’s growing middle class demands for goods and services </li></ul><ul><li>Knowledge becoming more diffuse (Asia) </li></ul><ul><li>As standards of living rise demand for &quot;non formal&quot; education grows </li></ul>
  7. 7. Signs Impacting You <ul><li>A growing presence of non-US </li></ul><ul><ul><li>Customer product consumption (e.g. certification) </li></ul></ul><ul><ul><li>Attendance at US meetings </li></ul></ul><ul><ul><li>Author contributions to publications </li></ul></ul><ul><li>More reliant on international members and customers to maintain revenue growth </li></ul><ul><li>Regional members, customers, partners and leaders demanding your client be more “present and engaged” in their region </li></ul>
  8. 8. Globalization’s Impact on Assns Global Scale 265,000 84,000 80,000 64,000 96,300
  9. 9. 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%
  10. 10. 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
  11. 11. Client Interviews & Survey Respondents
  12. 12. Survey - Leading Opportunities Next 12-24 Months <ul><li>Run regional conference, seminars, or workshops </li></ul><ul><li>Raise brand awareness </li></ul><ul><li>Increase membership and locally relevant product sales </li></ul><ul><li>Grow participation in our local, regional, international activities </li></ul><ul><li>Grow more affiliates to conduct more local activities </li></ul><ul><li>Promote programs to local peer groups and/or govt agencies </li></ul><ul><li>Improve volunteer leadership development </li></ul><ul><li>Conduct market feasibility to determine business potential </li></ul><ul><li>Find local faculty or presenters </li></ul><ul><li>Explore office opening </li></ul>
  13. 13. Survey - Barriers to Regional Growth <ul><li>Lack of experience and knowledge of region </li></ul><ul><li>Local recognition of non-profit status </li></ul><ul><li>Weak volunteer leadership support </li></ul><ul><li>Getting government endorsements and promotion support </li></ul><ul><li>Gaining acceptance of professional women & certain ethnic group </li></ul><ul><li>Better local marketing and business development </li></ul><ul><li>Local community receptivity to US/EU-based associations </li></ul><ul><li>Gaining access to professional women in our field </li></ul><ul><li>Rising inflation of costs to do business </li></ul><ul><li>Lack of transparency and cost to establish an office </li></ul>Single biggest problem is inability to scale to meet opportunities or overcome obstacles
  14. 14. Survey – Ingredients of a Successful Market <ul><li>Infrastructure Needs </li></ul><ul><li>Unrestricted access to tech & communication </li></ul><ul><li>Proximity of members & prospects </li></ul><ul><li>Access to partnership prospects </li></ul><ul><li>Number/qual of institutions in field </li></ul><ul><li>Number/quality of university programs and grads in field </li></ul><ul><li>Local attractions </li></ul><ul><li>Reg. & Business Environment </li></ul><ul><li>Local receptivity to our purpose/mission </li></ul><ul><li>Ease of doing business </li></ul><ul><li>Importance of fair and ethical business customs </li></ul><ul><li>Ability to repatriate revenue from region if needed </li></ul><ul><li>Openness and transparency of local practices </li></ul><ul><li>Supportive regulatory and tax environment </li></ul><ul><li>Quality Service Providers </li></ul><ul><li>Membership & chapter development </li></ul><ul><li>Education, training and certification </li></ul><ul><li>Publishing and translation </li></ul><ul><li>Marketing and business development </li></ul><ul><li>Access to capital for raising funds for regional activities </li></ul><ul><li>Access to quality legal services </li></ul><ul><li>Access to global banking services (merchant account) </li></ul><ul><li>Regional Staffing Needs </li></ul><ul><li>Language fluency in local and English </li></ul><ul><li>Functional expertise using “generally accepted” practices </li></ul><ul><li>Experience in our field </li></ul><ul><li>Local HR hiring restrictions low </li></ul>
  15. 15. Business Indices for Qualifying Opportunities
  16. 16. Track & Contrast Competitive Factors
  17. 17. Practices – Mature Market Seven figure revenue growth from network of 20+ national societies & training providers Partnering to Overcome National Society Barriers Local Member Services Local Test Prep Training
  18. 18. Practices – Emerging Market Six figure revenue increase in revenue from EMEA (20% increase in local membership & 33% increase in AGM attendance) Enterprise Level Sales Membership Meeting Attendance <ul><li>Enterprise sales: building c-level executive contacts to create an “enterprise level pipeline” </li></ul><ul><li>Central/ Eastern Europe focus </li></ul><ul><li>Partnerships: local chambers (financial & political support), national societies (access to new audiences), and sister organizations (market research) </li></ul><ul><li>Local language communications to promote local, regional and international programs and services </li></ul><ul><li>Increased participation by volunteers and members to regional and international activities </li></ul><ul><li>MDRT ambassadorship program at local corporate member company meetings or local events to promote MDRT content </li></ul><ul><li>Seminars/Training/Workshops on sales/practice management presentations </li></ul>
  19. 19. Practices – Emerging Market 300% Increase in Membership in 12 months <ul><li>Establish close relations Chinese government, corporations and universities </li></ul><ul><li>Develop new training tailored to Chinese market </li></ul><ul><li>Provide local volunteer leader support </li></ul><ul><li>Revitalize the Chinese website </li></ul><ul><li>Translate all the collateral and produce a website in Chinese </li></ul><ul><li>ISPE’s pavilion at China Pharm 2008 </li></ul><ul><li>ISPE China Conference 2008 </li></ul><ul><li>Marketing and promotion activities </li></ul>Local Office Government Partners Volunteer Leader Development Training & MARCOM
  20. 20. Tools to Improve Your Chances <ul><li>Customer Segmentation Profiling – qualitative and quantitative data collected in field to develop a profile model of needs, expectation and desired outcomes </li></ul><ul><li>Regional Economic, Business, Social, Technical Trends – assess independent variables </li></ul><ul><li>Country to Country Analysis – to confirm best event location </li></ul><ul><li>Competitive Analysis – to help shape competitive advantage </li></ul><ul><li>Comparative Analysis – contrast business/ops models </li></ul><ul><li>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) </li></ul><ul><li>Operational Analysis – what’s required to deliver effectively and efficiently within the region </li></ul><ul><li>Product Audit - sell them what they want not what you have… adapt product to local need </li></ul>
  21. 21. For Slides & More Information <ul><li>Contact information: </li></ul><ul><li>Peter Turner </li></ul><ul><li>Business Development Director, US Institutional Market MCI </li></ul><ul><li>Phone: +1.571.275.1515 </li></ul><ul><li>E-mail: [email_address] </li></ul><ul><li>Websites: </li></ul>