penetrating or expanding global markets via mtgs
DESCRIPTION
Presented at ASAE AGM August 22, 2010TRANSCRIPT
Business of Meetings: Penetrating or Expanding Global Markets through
Meetings
August 221:30 - 2:45pm
Content Leaders:Ajay Bhojwani, Director – MCI Middle
EastPeter Turner, Sr Advisor – Global Dev
Strategy
Connecting Great Ideas and Great People
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Agenda Business Trends – What you need to know Why International Meetings Challenges of International Meetings Emerging Market (Middle East)
CTBUH Mature Market (Europe)
EULAR Keys to Success Table discussion – What are your challenges? Lessons Learned
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Business Trends - Business Trends - What you need to knowWhat you need to know
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Is this Happening to You? A growing presence of non-US
Member and customer product consumption
Attendance at US meetings
Author contributions Greater reliance on
international members and customers for revenue growth
Greater demands you be more “present and engaged” in their region
Effects of globalization on industry and/or profession you represent
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Global Growth Trends 24/7 Global Project Management –
interoperable standards & practices
Outsourcing spreads to white collar
Asian skill “gaps” in knowledge application
Customer service is global Massive fluctuation in youth and
aged groups - new consumer habits, learning modes, and labor supply
Workforce mobility & diversity – global expat integration
Emerging market’s growing middle class demand for goods and services
Knowledge becoming more diffuse As standards of living rise demand
for "non formal" education grows
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Emerging Markets Driving Growth
Emerging markets home to 21,500 multinational firms
62 emerging market firms on the Financial Times 500 list
(increase of 47 in just 2 years)
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Companies Need Training
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Opportunities for US Medical Societies
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Training Supply Strength
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Emerging Markets to be on Radar
Asia – China and India
Latin America - Brazil
Middle East - GCC Countries
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Why International Why International Meetings ?Meetings ?
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Why Meetings for Global Strategy ?
Market Research
Easy outreach to international members
Additional regional penetration
Stronger international partnerships
A phased approach to international strategy
Attracting larger audiences to annual meetings
and conventions
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Where the effort returned results
0
5
10
15
20
25
Events
Sales Promotion
Direc t Marketing
Traditional AdvertisingPublic Relations
Web/Internet Marketing
Sponsorship
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Common Challenges for Common Challenges for International MeetingsInternational Meetings
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Survey - Barriers to Regional Growth
Lack of experience and knowledge of region Local business licensing and operation Weak volunteer leadership support Getting government endorsements and
promotion support Gaining acceptance of professional women &
certain ethnic group Better local marketing and business development Local community receptivity to US-based
associations Rising inflation of costs to do business
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Emerging Market – Emerging Market – Middle EastMiddle East
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CTBUH
Association dedicated to sharing multi-disciplinary information on tall buildings and sustainable urban environments and certifying the world’s tallest building
Membership comprises of organisation membership, individual membership and affiliated organisation membership (supporting CTBUH’s initiatives)
Key activities include World Congress, conferences, awards and several other events
Have witnessed the tallest building graphs move from west to the east and the gap widening for the same
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Local Partnerships / Endorsements
Strong committee comprising of their strategic members in region, government representatives and media personnel
Government endorsement and support
Local stakeholders and opinion leaders involvement in programme development
Regional sponsors and speakers
Regional organisational partnerships for wider outreach
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Attendance Strategy Local committee was strongly involved in driving
local registrations from their organisations as well as key competitors
Strategic Partners / sponsors were also asked to drive sponsorship through certain marketing efforts
International members were targeted through web marketing and direct marketing
A regional sales campaign was run to call key potential organisations to drive in delegate sales
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Sponsorship Strategy
Focused only on market leaders
Ensured government support and endorsements
Had a local strategy VS international strategy
Ensured sound participation of local organising committee and their extended reach
Packages focused on driving in delegates in addition to standard benefits
Defined numbers for each package and exclusivity
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Regional Marketing Strategy Region focused direct marketing Strong regional media partnerships and barters Channel marketing through regional stakeholders
and sponsors Dedicated PR strategy
Regional stories being addressed Highlighted the booming local and regional economy Inclusion of local partners / sponsors / government Brought together 51 journalists at the opening ceremony
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Results from Congress
One of the highest attended meeting
Excellent government involvement and partnership
Great regional penetration leading to increase in membership
Building the CTBUH brand in one of the fastest growing economies in the world More than satisfying press coverage
Certifying the world’s tallest tower
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Snapshots of CTBUH
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Mature Market - EuropeMature Market - Europe
8200
9200
10200
11200
12200
13200
14200
15200
2001 2002 2003 2004 2005 2006 2007 2008
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Representing patients, health professionals and scientific societies of rheumatology in EU
EULAR represents: 44 National Scientific
Societies 30 National Social
Leagues 4 National Allied Health
Professionals Societies 32 corporate members +1M patients
Facilitate interactions between patients, medical doctors, scientists, health
professionals and the pharmaceutical industry within Europe and round the
world
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Attendance Strategy Audience
Young professionals Lower fees, cheaper hotels KOL speakers “influencers” Education over science Job networking Travel grants, prizes
Past & prospect attendees Higher fees, range of
hotels Peer-reviewed science CME credit Issues networking Membership participation Travel grants
12–month free subscription to the EULAR Journal” (12 issues) with the
opportunity of renewing the subscription at reduced rate by attending the 2011 Congress
Offer not available to PARE and Patient Delegates
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Growth Strategy
4
Marketing/Sales: Passive
Website Search engines ads Advertising in journals, sister societies websites, etc.
Active Attendance at other congresses “Sales” by KOL’s Bulk mailings Newsletters E-newsletters Direct selling
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Sponsors Prefer Implementation quality High impact, originality Freshness of opportunities ROI = brand impact linked to content
Satellite Symposia, PDA Awards & Travel Grants - “EULAR-Abbott Basic
Science Award,” Best Category Abstracts Loyalty Program Point system
Goes toward first choice for sponsoring, exhibit positioning, hotel selections
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Sponsorship Level Criteria & Weighting
Physically present on each participant
Directly impact/touch participants
Perceived participant value
Multiple touch points Size, distance factor &
importance
Location of sponsorship support
Quality of sponsorship support displayed
Sustainability – life after meeting
Exclusivity Trendy & Innovative Unique to other
industry events
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Penetrating & Sustaining Penetrating & Sustaining market presencemarket presence
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Keys to Success Defining Market Potential
Market strengths, barriers, opportunities Industry & professional audience Multiplier & partners
Strategic Intent Purpose, goals, KPI’s Local / Regional organising committee and involvement
Business Model – Revenue Endorsements Sponsorships Exhibitions/Advertising Registration fees
Business Model – Expense WOFE business license & local bank account Strong financial controls Risk mitigation – currency, VAT/GST reclamation, venue contract
negotiation Local service support - MARCOM, sponsorship and partnership
development, sales, event mgmt, housing, registration, logistics Local people and practices to address culture and business
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Keys to Success Define Local Relevance
Local audience needs, expectations and desired outcomes Event design, delivery & MARCOM considers cultural differences Promotion campaigns, tied to tangible product experiences
Develop Partnerships Government, corporations, universities, national societies, chapters Cost sharing, financial, audience access, content
Marketing Campaign Pricing strategy List development (multipliers and rentals) Direct sales (telemarketing), direct mail, advertising Local website with registration options Indirect marketing - regional/national organizations, PR and media
partnerships, reciprocal agreements Locally relevant and easy to understand communication tools
Sponsor Campaign Define sponsorship value proposition and USPs Sponsorship offer package – financial, media, etc Collateral development, sales, advertising, social media Sponsor agreement with deliverables and expectations Onsite management, follow up and evaluations
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Table Discussion – Table Discussion – What are your hurdles ??What are your hurdles ??
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Table Discussion
Share your biggest challenge for
international meetings
Attendance growth
Raising sponsorship revenue
Using meetings to grow product or
membership sales
Pick one and brainstorm ideas
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Lessons Learned Endorsements from local
authorities and partnerships for financial, content, and audience access support
Organizing committees with recognized regional knowledge opinion leaders to ensure content localization
Direct and indirect marketing with direct sales (e.g. telemarketing) with a focus on local and regional markets where the meeting is going to be held;
Local and regional press activities to build the brand of the meeting, create momentum, and attract participation;
Strong financial and risk controls supported from experienced regional event organizers;
Using very simple and easy-to-understand language for all communication materials;
Advising on international codes for telephone numbers and working hours, keeping in mind the time differences and weekends;
Being persistent and patient, which is absolutely essential, because some of the agreements and discussions with local authorities and associations can take longer than expected;
Being prepared for a significant amount of last-minute tasks and changes.
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For More Information & Case Studies
www.mci-group.com/associations
www.growglobally.org
http://www.asaeannualmeeting.org/http://www.asaeannualmeeting.org/
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Contact information
Peter TurnerDirector – Senior Advisor, Global Development StrategyPhone: +1 571 275 1516E-mail: [email protected]
Ajay BhojwaniDirector – Association Management, Consulting & CongressesPhone: +971 50 150 5235E-mail: [email protected]