ROADMAP FOR SUCCESSBUILDING FOR THE FUTURE

GROWING FIABCI THROUGH A NEW MANAGEMENT, RETAIL & ASSOCIATION MEMBERSHIP MODEL

KIRKOR AJDERHANYAN, WORLD PRESIDENT ELECT (2016-2017)

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UNDERSTANDING CURRENT SCENARIO - INTERNAL

FIABCI today: Declining individual membership (2,500); limited grass

roots involvement Committees not productive due to limited resources:

people, professional support, and management strategy Organization constrained by limited financial resources

(based only on membership dues) Principal Members (86) more focused on domestic interests Bottom line: Insufficient value for dues dollars

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UNDERSTANDING CURRENT SCENARIO - EXTERNAL

FIABCI today: Prix d ’Excellence Awards provides prestige and

recognition Involvement in global NGOs (UN, IMF, etc.) provide

excellent exposure Our active role in International Ethics Standards Coalition Strong brand recognition Opportunities for growth through, Chapters, Principal and

Academic Members

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VISION: GROW FIABCI THROUGH INCREASED RELEVANCY TO CURRENT & PROSPECTIVE MEMBERS

Explore new ways to:Communicate & exchange informationCreate business opportunitiesPromote & deliver member benefitsExplore new / additional revenue models

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KEY TENETS FOR MY CANDIDACY Emphasis on business opportunities – on and offline A “retail model” approach to member services Increased global awareness/recognition of FIABCI Greater involvement of FIABCI Chapters and

Principal Members Commitment to young professionals Reorganization of administration model; including

Chapter support Innovative approach to revenue generation

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INCREASED BUSINESS OPPORTUNITIES: ONLINE FIABCI.org – Enhanced emphasis on member business

Focus on networking, referrals and business opportunities Knowledge database (online library, market reports, economic

data, etc.) Tools for deal, investment and market analysis; country risk

profiles Profit from structured referral systems Better use of social media; creation of FIABCI YouTube channel New technologies to support connecting, sharing & information

dissemination / marketing among members Promote Principal Members education, technology & training

services Connect local Chapters / access to national websites

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INCREASED BUSINESS OPPORTUNITIES: OFFLINE FIABCI Congress / Regional Meetings & Events

Evaluate / reconsider all topics not related to business / enhancement of our profession

Adapt new FIABCI Events Manual Reorganize business sections to be more attractive Organize Markets Panorama according to member interests Facilitate open forum / speaking opportunities for Chapters at

all FIABCI events; organize Marketing, Education & Technology webinars

Schedule major FIABCI events with Principal Members events to leverage marketing, logistics, etc.

Create International Events Calendar in coordination with Chapters, PMs

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RETAIL MODEL APPROACH

Rethink our product FIABCI as a product mall World Council serve as “stores” Offer FIABCI tools; unbundled PM best practice

products and services Creates sponsorship opportunities Win-Win for FIABCI, Chapters, PMs (&

members!)

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INCREASED GLOBAL AWARENESS / RECOGNITION OF FIABCI

Leverage global recognition with important industry groups for influence

Leverage global recognition with non-industry groups that are a source of business or funding Develop / promote clear value proposition to membership Produce promotional materials for international / national / local use Implement a branding campaign at all levels; brand protection

efforts Enhance media relations program to position FIABCI as a source of

industry expertise Secure professional assistance to support leveraging of global

recognition

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COMMITMENT TO YOUNG PROFESSIONALS: PREPARING OUR FUTURE LEADERS

Marketing / membership campaign targeting young professionals Leadership development opportunities with committees, World

Councils, etc. Mentoring program organized through Chapters and / or with local

universities Promotion of FIREC and Principal Members education, e.g., through

REALTOR University®, and from other PM education potentials Create partnership with business / professional schools to develop

trainee programs Exploration of fee models that support young professional recruitment

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ORGANIZATIONAL STRUCTURE

Organize for best possible sufficiency and efficiency with a new governance model

Provide voice for Chapters; leverage their knowledge of member needs

Greater involvement of FIABCI Chapters and Principal Members thru the creation of their respective Councils

FIABCI Chapter Coordination Offices to grow FIABCI in current and NEW markets

Advisory Council of seasoned professionals “City” chapters in large markets Committee representation from all members with a clear road

map Leverage grassroots structure of FIABCI Principal Members

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CHAPTER SUPPORT

Professional marketing support available, as needed

Strategic Chapter support through: Exploration of subsidies to attract new

members Increased integration of FIABCI key activities at

Chapter level (Prix d ’Excellence, UN Mission) Encouragement of cross-Chapter interaction /

program alliances Coaching support; strategic sessions for FIABCI

growth

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INNOVATIVE REVENUE MODELS

Explore, and research… Opportunities to reduce Chapter fees while

introducing membership incentives New member fee models

Leverage “Association Member” category Individual members of Principal Members Attract corporate sponsorships

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ASSOCIATION MEMBERS: KEY TO GROWTH SERVING CHAPTERS & PRINCIPAL MEMBERS AT NO-COST

Goal: Generate revenue through power of association membership of FIABCI Principal Members

Strategy: Identify & facilitate sponsorship alliance between a FIABCI PM and 3rd-party sponsor seeking global exposure / market information

Value Proposition: Shared revenue for FIABCI PMs and FIABCI Practitioner members have access to best practice

global products & services FIABCI positioned as “go-to” source for access to

industry Today: 2500 members; development of recognition by

promotion of association membership Tomorrow: Growing membership strengthened by

association membership of PMs. Instead of 43 Chapters today, largely increase the number of Chapters worldwide.

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ASSOCIATION MEMBERS: KEY TO GROWTH SERVING CHAPTERS & PRINCIPAL MEMBERS AT NO-COST

Key Points about Association Member Model Member category already exists, but never fully marketed in the

past No dues paid by PM or individual members

They may not use logo or receive member benefits PM retains/controls of all member data

PM reports total # of members to FIABCI PM agrees to send regular newsletter from FIABCI

Via newsletter…. FIABCI promotes its programs/service and individual

membership FIABCI provides access to market by sponsors (generating non-

dues revenue) Results in increased interest from PM member to become

regular FIABCI members

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ASSOCIATION MEMBERS: KEY TO GROWTH EXAMPLES OF REVENUE MODEL

Example #1 USA PM wants to build alliance with European organization to

market online training program. $2K is needed to customize for European market; Microsoft is

interested partner. USA and European groups build platform with Microsoft

support/funding in exchange for marketing considerations through FIABCI newsletter.

10% of revenue goes to FIABCI HQ; 10% to FIABCI Europe. Example #2

PM developer group in Brazil wants to promote with CISCO an education program about smart buildings to all professionals worldwide.

Same strategy follows as in Example #1. Development of program for our PM to deliver to all FIABCI

Association Members worldwide. Revenue shared between PM, FIABCI HQ and FIABCI Brazil.

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TAPPING INTO EXISTING PROPOSALS AND IDEAS

2014 – 2017 Strategic Plan objectives Technology Branding, marketing, PR Financial Membership And more…

Association governance best practices Strategic planning Operations Role of volunteers

Role of General Assembly; strengthening the structure of FIABCI

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THANK YOU!

A Shared VisionQuestions

Kirkor Ajderhanyan