Upload
peter-turner
View
1.141
Download
0
Tags:
Embed Size (px)
DESCRIPTION
collected slides from presenters
Citation preview
Deep Dive Exploration:
Navigating the Emerging Markets
Thursday May 16, 2013
8:00 a.m. – 10:45 a.m.
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
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
Key global trends underlying business growth in these markets
Nikki Walker, Global Vice President
Association Management & Consulting
MCI Group
3 global trends
• Changing demographics
• Skills shortage
• Education strategies
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
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
Every industry faces talent challenges
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
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?
BRAZIL
Trends, government initiatives and growth
opportunities
Gina Van Dijk, Deputy Managing Director, MCI Brazil
CHINA
Trends, government initiatives and growth
opportunities
Florence Chua
Director, Association Management & Consulting, MCI China
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%
Strategic Industries/Plans
Advance growth through science and technology
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
Governance Restructuring
Budget Priorities
Healthcare Reform
Immense Need for Energy
Employment/Talent Challenge
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
INDIA & MIDDLE EAST Trends, government initiatives and growth
opportunities
Tarnbir Kaur, CAE, Director Association Management & Consulting,
MCI Middle East
India WEF Rankings
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
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”
Key Growth Sectors
• Retail
• Telecom
• Healthcare
• Education
• FMCG
• BFSI
• Real Estate and Construction
Middle East Region
Source: 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 case
and entry strategy.
James M. Ott, Senior Vice President, International Programs, ACP
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
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.
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
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
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.
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)
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
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
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
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 &
Assumptions 1st 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
Proposed Strategy
ACP India 3 year plan
Brand building
Gaining Acceptance
Building Engagement
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
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
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
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!
Questions?
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
PMI
Brantlee Underhill
Director, Membership and Communities
Project Management Institute
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
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
MDRT
Eryn Carter, CAE
Director, Global Markets Million Dollar Round Table
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
STRATEGIC PRIORITIES
Global Communications Network
Risk Management
Regional Meetings
Market Research
Leadership Development
Segmentation and Expansion
SLAS
Greg Dummer, CAE
Chief Executive Officer
Society for Laboratory Automation and Screening
Society for Laboratory Automation and
Screening (SLAS)
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
Panel Discussion
Q & A
Thank You
Contact Information
James M. Ott
Senior Vice President, International Programs
American College of Physicians
+ 1.215-351-2535
Brantlee Underhill
Director, Membership and Communities
Project Management Institute
+1.610.356.4600
Eryn Carter, CAE
Director, Global Markets
Million Dollar Round Table
+1 847.692.6378
Greg Dummer, CAE
Chief Executive Officer
Society for Laboratory
Automation and Screening
+1.630.256.SLAS, ext. 100
Contact Information
Nikki Walker
Global Vice President
Association Management &
Consulting
MCI Group
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