Penetrating or Expanding Global Markets Via Mtgs

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

www.asaecenter.org

www.asaecenter.orgwww.asaecenter.org

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


Business Trends - Business Trends - What you need to knowWhat you need to know

www.asaecenter.org


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


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


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)


Companies Need Training


Opportunities for US Medical Societies


Training Supply Strength


Emerging Markets to be on Radar

Asia – China and India

Latin America - Brazil

Middle East - GCC Countries


Why International Why International Meetings ?Meetings ?


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


Where the effort returned results

0

5

10

15

20

25

Events

Sales Promotion

Direc t Marketing

Traditional AdvertisingPublic Relations

Web/Internet Marketing

Sponsorship


Common Challenges for Common Challenges for International MeetingsInternational Meetings


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


Emerging Market – Emerging Market – Middle EastMiddle East


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


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


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


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


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


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


Snapshots of CTBUH


Mature Market - EuropeMature Market - Europe

8200

9200

10200

11200

12200

13200

14200

15200

2001 2002 2003 2004 2005 2006 2007 2008

www.asaecenter.orgwww.asaecenter.org 4

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


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


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



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


Penetrating & Sustaining Penetrating & Sustaining market presencemarket presence


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


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


Table Discussion – Table Discussion – What are your hurdles ??What are your hurdles ??


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


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.


For More Information & Case Studies

www.mci-group.com/associations

www.growglobally.org

http://www.asaeannualmeeting.org/http://www.asaeannualmeeting.org/

www.asaecenter.org

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]

Career

Penetrating or Expanding Global Markets Via Mtgs