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.
Vasundhara Centre of Excellence aims to partner with and support state governments and government agencies in India in the design of initiatives, measures and institutions, from first-principles, to promote: Enterprise development; Trade and business linkages, Investment (both cross-border and inward). VCOE will serve as a competency delivery centre that will address the current challenges in learning development or technology implementation.
Vasundhara Centre of Excellence aims to partner with and support state governments and government agencies in India in the design of initiatives, measures and institutions, from first-principles, to promote: Enterprise development; Trade and business linkages, Investment (both cross-border and inward). VCOE will serve as a competency delivery centre that will address the current challenges in learning development or technology implementation.
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This paper was set to examine training and development in the banking sector and reaffirm the investment in training and development. In line with the assertion made by the literature and the evidences gathered in the process of the study, the following recommendations were made: It is an established fact that no serious minded organization like banks can be staffed by people with expertise and potentials in the various disciplines needed for its total functioning simply by recruitment and selection, it’s the systematic training and development of personnel on continuous basis that can harness the totality of human resources in the organization, banks should ensure that any training and development which takes place is based on proper analysis of its contribution to the effectiveness and efficiency of banking industry. The data collected from different sources was cross checked. Different statistical tools and techniques were used like mean, mode, median, averages, t-test and chi-square. The paper concluded that investment in the area of training and development in the human resources will bear the fruits much fold for the banking industry of the two countries. For the Indian banks have established their training institutes for the purpose of training its staff which was lacking with their counterparts. Each employer who invests seriously in the area of Training and Development will reap the benefits of an enriched working environment with higher levels of staff retention as well as increased productivity and performance. In the modern computer era training has gained the reputation of dynamic concept which needs to be understood in that perspective most of the modern banks which do not respond to the dynamic change that are seen in changed environment may fail to respond to the needs of customers. Training is one of most important and effective means of bringing about change in banking sector. Hence, the study is carried with the aim of studying training implementation in these selected banks.
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When ASME decided to offer its successful training courses in Europe, multiple challenges had to be overcome. Hear about the sales and marketing strategy used, and how they tailored its courses to be more locally relevant to regional customers and members. Understand the connections, roles, and the impact the regional community had on the development of new products and services.
Workplace2020 CEO Dialogue on Future of WorkplaceCorporateShiksha
Workplace2020 CEO Dialogue on Future of Workplace by Corporate Shiksha. Featuring Mr. D Shivakumar, Chairman and CEO, PepsiCo India l Dr. Bhaskar Das, Group CEO, Zee Media Corp. l Mr. Vivek Gaur, CEO, Yepme.com l Mr. Jagdish Mitra, CEO, CanvasM l Mr. Dilip Chenoy, CEO & MD, National Skill Development Corporation l Mr. Sanjay Modi, Managing Director (India, ME and SEA), Monster.com
This paper was set to examine training and development in the banking sector and reaffirm the investment in training and development. In line with the assertion made by the literature and the evidences gathered in the process of the study, the following recommendations were made: It is an established fact that no serious minded organization like banks can be staffed by people with expertise and potentials in the various disciplines needed for its total functioning simply by recruitment and selection, it’s the systematic training and development of personnel on continuous basis that can harness the totality of human resources in the organization, banks should ensure that any training and development which takes place is based on proper analysis of its contribution to the effectiveness and efficiency of banking industry. The data collected from different sources was cross checked. Different statistical tools and techniques were used like mean, mode, median, averages, t-test and chi-square. The paper concluded that investment in the area of training and development in the human resources will bear the fruits much fold for the banking industry of the two countries. For the Indian banks have established their training institutes for the purpose of training its staff which was lacking with their counterparts. Each employer who invests seriously in the area of Training and Development will reap the benefits of an enriched working environment with higher levels of staff retention as well as increased productivity and performance. In the modern computer era training has gained the reputation of dynamic concept which needs to be understood in that perspective most of the modern banks which do not respond to the dynamic change that are seen in changed environment may fail to respond to the needs of customers. Training is one of most important and effective means of bringing about change in banking sector. Hence, the study is carried with the aim of studying training implementation in these selected banks.
Most prominent institutes of management studies in india2021Merry D'souza
The Knowledge Review covered "Most Prominent Institute of Management Studies in India, August_2021, "Across the Globe, here our education magazine TKR flash about Institute of Management Studies in India
This paper analyses the current scenario of skilled workforce of Indian Economy and future requirement
of skill development. The paper also outlines skill gap in various sectors, the key issues and policy
implications to address those issues and challenges in Skill Development and Productivity arena.
The Knowledge Review, thus, introduces an issue of “The 10 Best Educational Institutes in Bangalore, 2019” which features some of the most advanced and premier institutes of the Garden City.
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The objective of any organization or firm is to achieve higher productivity. The concept of Human Resources within organizations is very vital in the management and survival of any organization; this is because their performance is influenced by a set of human resource practices. The main focus of this study is to determine if human resources management practices (Human resources (HR) Planning, training and development) affect productivity and performance of Transport Organizations. The human resource management practices or HRM practices have to be addressed in this position, in order to examine productivity and performance of the organization. In analyzing the data, both descriptive and inferential statistics were used. A total of 75 questionnaires was distributed out of which 60 was returned. Result of analysis showed that training and development enhances productivity of transport organizations and also adequate human resources planning promotes employee productivity and organizational performance. It is therefore recommended that all level of employees receive adequate training and proper human resource planning should be in place to promote productivity and performance of the Transport industry in Nigeria.
How has your futurist work intersected with your career? What are the present state and future prospects of building a career in foresight? What competencies will tomorrow’s futurists demonstrate, whether as trend analysts, project managers, facilitators, or consultants?
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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
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
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?
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%
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
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
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
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
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!
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
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
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
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
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