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ASAE Intnl Conference 2013_ Deep Dive into Emerging Markets
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.
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ASAE Intnl Conference 2013_ Deep Dive into Emerging Markets
- 1. Deep Dive Exploration: Navigatingthe Emerging Markets Thursday May 16, 2013 8:00 a.m. – 10:45 a.m.
- 2. Agenda – Part1 • 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 – Part2 • 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 trendsunderlying 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 • Growthof 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 facestalent challenges
- 9. Education strategies Put inquote 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 USAssociations 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 initiativesand growth opportunities Gina Van Dijk, Deputy Managing Director, MCI Brazil
- 12. CHINA Trends, government initiativesand growth opportunities Florence Chua Director, Association Management & Consulting, MCI China
- 13. China 12th 5Year 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 growththrough science and technology
- 15. 18th CPC NationalCongress 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
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- 19. Immense Need forEnergy
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- 21. Implications Plan and Persevere Hugemarket 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 & MIDDLEEAST Trends, government initiatives and growth opportunities Tarnbir Kaur, CAE, Director Association Management & Consulting, MCI Middle East
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- 24. Focus areas forIndia’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
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- 31. Key Focus Sectorsin GCC • Energy • Utilities and Transport • Financial Services • Industrial and Manufacturing • Healthcare and Education • Technology
- 32. Case Study: AmericanCollege 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 2007through 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? Greateremphasis 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 InternationalCoordinating 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 AnalysisProcess •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 ACPcan 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- threeyear 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 India3 year plan Brand building Gaining Acceptance Building Engagement
- 44. Year 1- costand 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 June2011 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 Transactingbusiness 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 welearned 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!
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- 49. Agenda – Part2 • 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, Membershipand 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 LatinAmerica 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 RegionalMeetings Market Research Leadership Development Segmentation and Expansion
- 56. SLAS Greg Dummer, CAE ChiefExecutive Officer Society for Laboratory Automation and Screening
- 57. Society for LaboratoryAutomation and Screening (SLAS)
- 58. SLAS China Operations •Analyzepotential 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
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- 62. Contact Information James M.Ott Senior Vice President, International Programs American College of Physicians [email protected] + 1.215-351-2535 Brantlee Underhill Director, Membership and Communities Project Management Institute [email protected] +1.610.356.4600 Eryn Carter, CAE Director, Global Markets Million Dollar Round Table [email protected] +1 847.692.6378 Greg Dummer, CAE Chief Executive Officer Society for Laboratory Automation and Screening [email protected] +1.630.256.SLAS, ext. 100
- 63. Contact Information Nikki Walker GlobalVice President Association Management & Consulting MCI Group [email protected] 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 [email protected]