A US-based health care society cultivated a strong relationship with its Brazilian counterpart  focusing on science, education and development of its field.  This relationship offered a strong basis to form a partnership and embark on a joint effort to organize a showcase that would feature leading experts presenting unbiased analysis of the society’s annual meeting abstracts and sessions, evolving therapies, and the latest treatment options and their clinical applications.

Known in the US as “Highlights” this successful domestic event is offered in several location annually, but until recently was not run outside the USA.  The program format allows practitioners, fellows, academicians, and allied health professionals discuss rapidly evolving developments in the field with experts and colleagues. The smaller sized event provides numerous opportunities for attendees to discuss real patient cases with leaders in the field, network with colleagues, and gain knowledge that can impact practice strategies.

Taking the “Highlights” abroad was seen as an opportunity to capitalize on the society’s program content quality and brand value and its annual meeting and to expose this highly valued scientific content to a wider global audience who might not otherwise be able to benefit from the experience.

Most importantly, the success of this project was due to the efforts to adapt the society’s content to the Brazilian market to create a “Highlights in Latin America” while safeguarding the high quality standards the society requires for all its programs.

Making the content “locally relevant” included:

• Content designed to emphasize more on clinical practice as this better reflected local need
• An expanded program from 1,5 to 2 days to allow for additional topics to be included
• Regional Latin American co-chairs asked to co-moderate sessions sharing local cases relevant to the topics
• Expanding the attendance permitted from 150 to a maximum of 550 participants to make the program more accessible to attendance from throughout the region (in the US this event is capped at 150)

To ensure that the event would have a Latin America region focus and appeal beyond Brazil,  the society cultivated additional strategic alliances with related organizations from Argentina, Chile, Peru, Mexico and Uruguay.

Over 550 professionals from Latin America, the United States, Europe and Thailand attended this first edition of the Highlights of Latin America in Sao Paulo, Brazil in May 2009.

Success surpassed all expectations:

• The scientific quality of the event was maintained
• The society deepened partnerships among all participating partner organization as well as other partners
• The event became a platform for more integration between Latin American societies
• Audience expectations were satisfied
• US co-chairs and speakers identified improvements that could be implemented in the domestic editions
• Revenue exceeded budget goals based on the positive interest and support of attendees, sponsors and exhibitors, as well as local government support
• Exhibitors and sponsors expressed support for future Latin America editions.

MCI Offices in Buenos Aires & Rio de Janeiro partnered with the society on various aspects including:

• Overall strategic guidance, suggestions for successful Highlights of Latin America
• Orient development of partnership and nurture partnership relations with local host society
• Identify, develop and strengthen alliances with other Latin American Societies in line with society’s Global strategy
• Oversee logistics handled by the local host society for brand and quality conformity
• Budget safe keeper
• Marketing (including review and adoption of material and coordination of translation of materials)
• Continuity of Highlights in Latin America

The positive results and feedback from all stakeholders involved in Highlights in Latin America 2009 has encouraged the society to consider continuing this endeavor in the region.

If you still needed proof of the power of the rising global economic impact of emerging markets, look no further than today’s announcement in Pittsburg, USA.

The G20 has now become the global commerce coordinating body as we say good bye to the G8.

Here is the Reuters story.

By now the vast majority of US-based associations have developed and deployed their own e-learning products with varying degrees of success.   Until recently the demand within other regional markets in Europe among EU-based associations has been far less bullish.

In this interactive on-line course, Pol Van de Perre, MCI’s director of Education Services and Consulting outlines the various technology options EU based associations can leverage as a cost-effective medium to offer education programs.

The seminar explains how e-learning fits into your overall education portfolio and how it can be an additional and complementary channel. You will find recommendations on how to develop an e-learning strategy, tips to get started with minimum risk and an overview of the required resources.

It outlines how e-learning can serve as an organizational development tool, and as a means to leverage untapped business opportunities. We recommend you take the 20 minutes to follow this on-line course on the link above.

If you want to contact Pol Van de Perre, you can email him at pol.vandeperre@mci-group.com

For the first time in history more than half the world is middle-class-thanks to rapid growth in emerging countries.

The Economist, February 14, 2009

Sometime last year, the world we inhabit went from Civilization 2.0 to 3.0.   And if you are an association with an eye to serving a wider, more diverse audience beyond the shores of the United States, then this news is very compelling.  Every product or membership manager needs a customer, and for those of us who are in the business of finding new markets and customers for our products, the emerging market countries are building a powerful new customer base.

Get ready for “hundreds of millions” more who will add their collective effort to improve themselves, their local communities and contribute to the great globalization of supply and demand that drives economic consumption around the world.

If you seek access to the emerging markets of China and the Middle East or want ideas to develop a sustainable business model for your existing activities, then don’t miss MCI’s Emerging Markets Strategy Workshop to be held August 13th in Chicago and August 20th in Washington DC.

MCI thanks APICS and SHRM for providing meeting rooms at their headquarters in the Chicago and Washington metro areas for these sessions.

These complimentary half-day workshops for association executives will provide proven strategies and practices to help better navigate these regional markets.  And registrants will be invited to share questions in advance to help our presenters customize remarks to your needs.

Here are some highlights:

Engaging China
Your board and members are talking about it. You know you need to be in China.  But how and when do you engage in China? What resources and capacity do you need to ensure a good start?

Learn how other associations have established themselves in China and the strategies and practices used to enter China successfully, build win-win partnerships, and deliver compelling and competitive services in this local markets.

Presented by Ms. Vivian Friess, MCI China Business Analyst, participants with take away:

• What does a successful China entry strategy look like?
• How do you build win-win partnerships with Chinese organizations?
• Delivery of competitive products and services locally

Each topic will be supported with one to two relevant case studies.

Engaging the Middle East

The crossroad of the world’s developed and emerging markets is once again the Middle East with massive global logistics hubs for multinational supply chains and ambitious plans and wealth to evolve from oil-based economies to 21st century knowledge-based economies.

More than ever, companies and associations are entering the market through their meetings/conferences and education product portfolios with the aim of expanding their brand awareness among an array of stakeholders. Fast growing business capitals like Dubai, Abu Dhabi, Doha and Riyadh are creating new business opportunities as a result of massive infrastructure development as they vie for your attention.

Included in this session, we will share research from a 2008 study looking at the challenges, opportunities and infrastructure needs expressed by US and EU based associations who want to gain access to this region.  We shall also offer do’s and don’t of business communication as well as dispel common misconceptions.

Whether you are already engaging with the Middle East or considering it in the near future, listen why the Middle East should be on your radar and how you can develop a plan to have a successful event, build membership or disseminate your products and services locally.  We shall also share information on the legalities involved in setting up and running international chapters or branch offices in the region to provide adequate services to your members
Practical case studies will be shared to enhance your knowledge of the overall environment of association development in the region.

Presented by Mr. Ajay Bhojwani, MCI Middle East Business Analyst, participants with take away:

• What do US and EU associations with regional aspirations find to be their biggest challenges/opportunities in the next 12 months?
• How does one navigate the region’s unique business culture?
• What common strategies are associations using to develop a sustainable business?

To Register or For More Information

 Contact Peter Turner +1.571.275.1516 or  Vivian Friess +1.202.412.6605.

Workshop Locations

In Chicago – August 13th 9am-12noon

APICS Headquarters

8430 West Bryn Mawr Avenue, Suite 1000
Chicago, IL 60631
Phone: (800) 444-2742 or (773) 867-1777

http://www.apics.org/About/Contact/directions_Ill.htm

…………………

In Washington DC (Alexandria) – August 20th, 9am -12noon

SHRM Headquarters

1800 Duke St
Alexandria, VA 22314
United States
Phone: (800) 283-SHRM
To reach these emerging markets, one must build business relationships in these regions to demonstrate local presence and a willingness to contribute “locally relevant” products and services.  In his new book “The Second World Empires & Influence in the New Global Order,” Parag Khanna urges organizations that to succeed you must have good local relationships, a team who can execute sound local tactics, and a strategy that conveys value that can drive local needs be they personal professional or at an enterprise level.

Come to the MCI Emerging Market Strategy Workshop and refine your strategy from local business analysts in the field.

ASAE & The Center’s 2009 Study Mission ends with a visit to one of the most intriguing destinations in the Middle East – Abu Dhabi in the UAE.

Abu Dhabi is a major global economic powerhouse and one of the world’s top oil producers. Its per capita GDP is the highest in the world. The emirate has entered a new era of economic liberalization and modernization that will transform it over the next decade into one of the world’s leading centers of excellence in tourism, culture, infrastructure development and across a wide spectrum of business and social activity.

Abu Dhabi is investing in the latest urban planning as well as impressive strategic plans that include attracting key players, thought leaders to build a presence in Abu Dhabi as a showcase to the world. The government is spending billions of USD to deliver their 2030 Vision and major groups are locating facilities across a host of key industries. As an example they hope to become a thought leader and city showcase for the latest in renewable energy systems and sustainable design.

Abu Dhabi Tourism Authority

Our first visit was to the tourism authority for a briefing.

• Abu Dhabi is the UAE center for government, policy making and politics
• It is vying to be the cultural capital of the Middle East and positions its brand as an elite business tourism destination that focuses more on quality of the events hosted that can drive value (financial, promotion, or to attract the best in research, practices and standards)
• The city has one million inhabitants of which 20% are local Emirati
• Abu Dhabi is the largest of all the UAE emriates with 85% of land mass and boasts over 200 natural islands which they are quick to relate that their cousins in Dubai arent quite as rich – having to to build their own islands
• The Emirates Palace Hotel (like the Burj Dubai) is a 7 star hotel and the most iconic and exclusive hotel in the city
• By 2015 they are expecting 25,000 new hotel rooms to further diversify their inventory and they are opening the only sister museums to the Louvre (Paris) and Guggenheim (NY) where one day you may have to travel to Abu Dhabi to see the Mona Lisa!
• A brand new Abu Dhabi National Exhibition Centre (www.adnec.ae) is also in the cards in order to attract more top  association events in the region

Abu Dhabi Chamber of Commerce

ADCC has over 71,000 members serving both the growing independent private sector and adviser to the government.  Their long term goal is to create a vibrant 21st century workforce with leading international brands located in Abu Dhabi.  Presently, although the oil and gas industry is the largest in the economy, the contribution of non-oil sectors to the GDP is 45% and its overall GDP annual growth for 2009 is estimated to be 7%.

Abu Dhabi is investing in the latest urban planning as well as impressive strategic plans that include attracting key players, thought leaders to build a presence in Abu Dhabi as a showcase to the world. The government is spending billions of USD to deliver their 2030 Vision and major groups are locating facilities across a host of key industries. As an example they hope to become a thought leader and city showcase for the latest in renewable energy systems and sustainable design.

UAE places a large emphasis on healthcare and manufacturing.  But today, it is still a leader in oil and gas as it has the 5th largest crude oil reserve in the world and is the 4th largest oil exporter ($102bn).

WIth 37 free zones throughout the country, the UAE is creating a business framework for setting up businesses is mostly the same across UAE with  some local variations.

Expected future investment in main sectors:

• $78bn in tourism
• $327bn in building and construction
• $65bn in non-oil industry

The Abu Dhabi and Dubai Chambers sometimes cooperate on policy issues, but otherwise they are totally independent of one another.

The long range plan is to sustain an average growth rate at 7% through 2015 and 6% thereafter up to 2030 by fostering the growth of the non-oil sectors.

Sheikh Khalifa Medical City

Medical City is a 700 bed hospital managed by the world renown US-based Cleveland Clinic who is also partnering to build and run another hospital in Abu Dhabi called the Cleveland Clinic Abu Dhabi – a 360 bed hospital which will be completed in December 2012.

Medical City has seven different residency programs with 56 residents who are mostly Emirati nationals in family medicine, radiology, pediatrics, radiology, etc).  OHS is mandatory and all policies and procedures are in place.  However, a key effort is to adapt proven practices to the local culture.

A majority of nurses are from India or Philippines (some from Ireland, USA, South Africa) with a high nursing to patient ratio.

Abu Dhabi has a very high degree of diabetes (20% of population) and obesity is becoming a problem with modernization.  Among women, osteoporosis is a growing concern to locals.

Health Authority Abu Dhabi (HAAD) 

HAAD is the top regulatory body for the healthcare sector.  Every health official has to be licensed by HAAD and health insurance in Abu Dhabi is mandatory.  Some of the prime issues it is managing include: counterfeit drugs, rational drug use such as the over-prescription of antibiotics.  UAE’s Public Health Strategy is based on 5 pillars:  clear priorities, high impact initiatives, focus on delivery, data driven/continous audit, and becoming a high impact organization.

Dubai is a land rich in Arabic culture and tradition with modern luxury.  Dubai is often regarded as the first mover in the region.  However, it is believed that far more significant growth is to come when the three powers in the region (Saudi Arabia, Iraq and Iran) will stabilize and capitalize on their resources, capital and human resources.  That is when the true boom will happen in the GCC region.

Dubai Convention Bureau

Once a rural fishing and a pearl-diving village Dubai has become the self-proclaimed gateway to the Middle East where east meets west.  Population is 1.4 million of which 85% are expats and the rest are Emirati.

There are a total of seven Emirates in UAE (which was founded in 1971) where Dubai and Abu Dhabi are the most famous.  Dubai is the center of commerce.

Dubai’s hotel market of 353 hotels offers a much more diverse array of price points despite its reputation of being an expensive destination with high hotel prices.

Key influences of the Gulf Culture are its Islamic faith, tribal past, and modernization programs.   Loyalty, hospitality and family are cornerstones of Arab values. It is not a confrontational culture especially when dealing with negative news, habits, or rejections. Arabs tend not to disagree right away.

Arabs business people are often well educated and know more about the rest of the world than the rest knows about them. And just as in China and Singapore, it’s all about building relationships.

Dubai Chamber of Commerce

Membership of all businesses on the mainland (outside free-zones) is mandatory.  The Chamber’s mission is to represent support and protect the Dubai business community.

Dubai seeks to capture international expertise and have them established in Dubai (e.g. healthcare, education, …) in order to attract the best people from around the world to locate in Dubai.

Dubai has a rich array of over 20+ free zones totaling over 100,000 Dubai-based businesses segmented by categories.  The city is organized into cluster systems of business.   Today, 95% of income comes from outside the oil industry and its business culture supports woman in business.

UAE Society of Engineers

One of the most active non-profit organizations in UAE is the Society of Engineers established in 1979.  Its mission is to build an architectural, industrial and commercial renaissance in UAE.  With over 25,000 members, specialization includes:  64% civil, 21% architect, and 5% electrical.  Most of consultancy offices are in Dubai, Abu Dhabi and Sharjah.

Jebel Ali Free Zone 

Yesterday we flew over the site and today we get to visit the large grounds and get a better understanding of how the JAFZA free zone works.
JAFZA was established in 1977 with a vision to build the biggest port in the world. Over 6,000 companies are registered (more than 125 from the Fortune 500). Also includes a regional representation of companies:  Middle East, Europe, Asia and the Americas.  Currently focusing on companies from the food, chemicals and logistic sector.

The incentives to locate yourself in the free-zone:  100% foreign ownership (in Dubai city you need to partner with a local company), exemption from corporate and income taxes for 50 years, duty free import of goods, no foreign currency or labour restrictions, and full repatriation of profits and capital.

With 180,000 employees in 2008 upon completion, JAFZA will be the largest custom bounded multi-logistical model in the world.  By 2015, it will feature a new international airport, the port and the Jebel Ali Free Zone all conveniently linked to facilitate the shipment of products to global markets.

Dubai Media City

As we’ve learned till now, Dubai is all about clusters and communities. Today, it’s Media City the location of choice for knowledge based industries of the 21st Century.   There are nine sub-communities including:

• Over 1200 companies from all over the world are located in Internet City
• 1400 companies and 170 TV channels in Media City
• Over 450 HR providers and training centers in Knowledge Village
• International Media Production Zone
• Dubai Outsource Zone
• Dubai Studio City
• Dubiotech
• Dubai International Academic City:  over 20 universities
• Enpark (energy and environment):  is a model sustainable community

Media City is considered a free-zone (same as JAFZA).  Associations can be present in the free-zone under the sector that they fall under (e.g. publishing in Media City, HR associations in Knowledge Village, etc.).

Final stop Abu Dhabi.

ASAE & The Center for Association Leadership, in partnership with MCI – a leading international association management and events company – just concluded an association executive study mission to Singapore, Dubai & Abu Dhabi this month.  Since 2000, emerging market countries have led the world in economic growth. This trends will continue as IMF, World Bank, and World Economic Forum forecasts show that growth projections for 2009 will continue to come from regions like the Middle East and Asia.

To share some of the highlights executives enjoyed from this year’s event following on the successes from India and China tours in previous years, we post findings shared by some of the tour participants.

Our day started at the Economic Development Board of Singapore on the 28th floor of their HQ at Raffles City Tower. Since they have the whole floor to themselves, they were able to give us a 360 city view from their impressive office.

Here is an interesting view of Singapore in 2015.

EDB is the lead government agency responsible for planning and executing strategies to enhance Singapore’s position as a global business centre and grow the Singapore economy. Therefore a critical stop for any association seeking to build an international strategy for SE Asia.

Their presentation featured some fascinating information and trends:

• ASEAN region has a combined GDP growth of 7% over the past 25 years (significantly ahead of OECD countries during that same period)
• China will have a huge aging population problem in the next 30 years due to its one-child policy
• 22% of Singapore’s population is expat non-resident… approx 1 million of the 4.6 million
• EDB was setup in the 60’s, after independence, to provide jobs and attract foreign investments due to the large unemployment at that time
• Singapore is today a knowledge and innovation society with two main pillars of its economy: manufacturing and services
• Singapore’s current 2.2% unemployment is very low, but it’s still a twice its previous rate of 1.2 %
• Singapore is home to 7,000 MNCs, 60% of which have HQ activities in the city and 76 international associations such as WWF, IATA, APEC … see www.io.sg)
• Connectivity and openness is a method of survival for the Singapore economy
• Singapore Business Federation represents 160,000 Singapore based organizations, out of which 99.2% are SMEs (www.sbf.org.sg)

Our next visit was to the SingHealth (Singapore Health Services), which gave us an overview of Singapore’s largest healthcare group and outlined the structure and financing of the country’s healthcare system. Singapore has 80% public hospitals and 20% private.Best of all, they took us on a tour of some of their facilities. Their Health Assessment Clinic was unlike any hospital experience I can recall. It seemed like we walked into an airline first class lounge.

They took us through a hospital ward where they showed the array of leading edge equipment available to the staff to care for its patients. For example, each bed has it’s own computer and internet access. So if you’re not feeling great, you call the nurse via Skype and start a webcam conversation. They use a special body monitor that measures your heart-beat, body temperature, blood pressure and other parameters and reports them automatically to the nurse station which reduces the need to disturb the patient.

Best of all … they had COWS and BMW’s in the room. That is COW (Computer On Wheels) and BMW (patient Backside Monitoring Workstation) acronyms for mobile computer stations. The nurse told us that they changed the name from COW to BMW after the patients got terrified of hearing ‘wheel the COW in/out of the room’!!!

Before lunch we visited Biopolis – a world-class biomedical sciences research and development hub in Asia.

Located next to the National University of Singapore, National University Hospital and the Singapore Science Park, this modern complex promotes collaboration of researchers and organizations.

One such organization at Biopolis is the Novartis Institute for Tropical Diseases which concentrates on important research on malaria, dengue and TB drugs. They seek to develop and provide these drugs at cost to the least developed countries that most need them and who cant afford them. A leading researcher shared that their goal is to produce a malaria medication that costs $1 per full-treatment!

After lunch, we went to visit the Urban Redevelopment Authority.

The Urban Redevelopment Authority (URA) is Singapore’s national land use planning authority. URA prepares long term strategic plans, as well as detailed local area plans, for physical development, and then co-ordinates and guides efforts to bring these plans to reality. Prudent land use planning has enabled Singapore to enjoy strong economic growth and social cohesion, and ensures that sufficient land is safeguarded to support continued economic progress and future development.’

They had a fantastic large scale model of all of Singapore, and another more detailed one of the CBD area with all the new proposed buildings for the Marina Bay.

It’s very impressive to see where Singapore came in only 40 years and the grandiose plans they have for the next 40. Their goal is to create a cosmopolitan city of distinction. Vibrant and Sustainable.

ASME is known for the 500+ codes and standards it develops and maintains covering many technical areas.  These codes and standards are constantly evolving in order to continue to meet the needs of stakeholders, industries and governments from around the world.   This effort extends beyond development and maintenance to include their promotion of their existence and proper use as well as the participation of stakeholders in the process.

Additionally, ASME is equally committed to training and education through its Continuing Education Institute and recently launched a European strategy to open its products in Europe in 2008.  ASME’s European public courses offered technical trainings based on ASME’s most recognized and widely-used Codes and Standards, including Pressure Vessels (Section VIII, Section V), Welding (Section IX), Nuclear (Section III, Section XI), and Piping (B 31.1, B 31.3, B 31.8).  Engineering management courses addressed common areas of responsibility for current and future managers.

The key challenge to open the market rested on two fundamental points:

How to develop a process to assess and identify the educational needs and expectations of European engineers, in terms of content, format, and marketing?

How to design and implement a targeted European marketing campaign including brochures, emails, and partnerships with related organizations?

The ASME European staff conducted a product assessment with customers in the European market in order to appreciate their needs, expectations and desired outcomes from an ASME education experience.   A series of qualitative interviews and follow up online quantitative surveys helped to identify opportunities to customize the ASME product portfolio.  Also the study identified potential markets and countries where courses could be held, the types of course content and levels desired, and course format and pricing models desired.

With a product portfolio adapted to European tastes, the team launched a marketing campaign that included the creation of a new brand identity to position ASME Europe as the platform for engineering continuing education in the region.

Product prototypes are run in 2008 with promising results.

ASME Europe management courses received support from several European engineering societies.

		ALITUR: Associazione dei Laureati in Ingegneria di Tor Vergata, Università di Roma
		BSMEE: Belgian Society of Mechanical and Environmental Engineering
		Coordinamento Mecanica
		Danish Society of Mechanical Engineers
		FABI La Maison de l’Ingénieur
		SNE: Spanish Nuclear Society

Over  80 engineers attended the first two ASME CEI European course offerings  generating 120.000 € revenues (+160,000 USD).

The marketing campaign helped raise awareness about ASME and CEI courses within the European region.

Feedback from participants and instructors was extremely positive which has helped build up the next ASME Europe Education offering that is slated for 2009.

Data above collected by professor Roy Adler a Fulbright professor of marketing at Pepperdine University

For the first time in history more than half the world is middle-class-thanks to rapid growth in emerging countries.

The Economist, February 14, 2009

Sometime last year, the world we inhabit went from Civilization 2.0 to 3.0.  And if you are an association with an eye to serving a wider, more diverse audience beyond the shores of the United States, then this news is very compelling.   Every product or membership manager needs a customer, and for those of us who are in the business of finding new markets and customers for our products, the emerging market countries are building a powerful new customer base.

Here in American over 90% of our people are middle class or better.   Japan is 85%, UK and Italy 80%, France 78%, and Germany 75%.   Among the 30 most developed countries in the world, our societies have come to expect as a right the opportunity to pursue personal and professional wealth.

Get ready for “hundreds of millions” (see inset) more who will add their collective effort to improve themselves, their local communities and contribute to the great globalization of supply and demand that drives economic consumption around the world.

To reach this new demand, one must build business relationships in these regions to demonstrate local presence and a willingness to contribute “locally relevant” products and services.   In his new book  “The Second World Empires & Influence in the New Global Order,” Parag Khanna urges organizations that to succeed you must have good local relationships, a team who can execute sound local tactics, and a strategy that conveys value that can drive local needs be they personal professional or at an enterprise level.

At our products and services panel session on Friday during the ASAE IC09,  ASME, SHRM, and IMA shared an upbeat assessment.  Here is our presentation which includes non US business data as well as links to the Economist Special Report and Pew Research Study on the global middle class.

In 2008, MCI conducted a study of US and EU based associations who were engaged around the world in growing a business presence.  The purpose was to understand the challenges and opportunities they experienced and what are the ingredients of a sustainable regional market. We learned that to succeed in growing your business globally you must have the:

• Ability to scale your operations to market demand and this normally requires good local marketing, PR, and business development skills.
• Capacity to deliver locally relevant products & services which means having the ability to adapt and manage increasingly large and complex transactions.

The biggest challenges facing these associations was a combination of a lack of local regional knowledge and experience combined with weak and immature volunteer leadership structure.

Meanwhile they remain optimistic about the next 12-24 months as many are executing plans to conduct regional meetings of various sizes, improve brand awareness, increase membership and locally relevant product sales, and find ways to grow participation in our local, regional, international activities.

What are the ingredients sought that can build a sustainable regional market?  The answers lie in four key areas:

1.      Proper infrastructure – being close to a good prospect base (corporate, academic, government), access to operational services with low barriers like voice over IP (VOIP) technology

2.      Fair regulatory and business environment – having your association’s purpose and mission recognized locally to benefit from tax, legal and social laws while being able to operate open and transparently

3.      Access quality local service providers – using local expertise to provide the scalability and capacity needed to create and sustain a business presence

4.      Proper staff resources – locating people with the right combination of technical industry knowledge and functional expertise in some combination

Profit now by positioning yourself by developing and executing your own global growth strategy:

• Market Analysis and Business Plan:  There is no substitute for “in the field” market research collected directly from your customer and member segments in targeted regions.
• Product Management:  Make sure local experts are involved in adapting your product or service to each region, and that you have the ability to scale your service delivery inside the region instead of from headquarters.
• Membership:  Cultivate participation by giving your local leaders a say in how to create local activities.
• Marketing Communications:  Rather than just translating your material, make the content relevant to local audiences.
• Meetings:  Select partners with solid local knowledge and expertise in areas including marketing and promotion, sponsorship development, destination management, housing, currency risk, registration and meeting logistics.

Despite today’s economic challenges, meeting the needs and fulfilling the aspirations of members remain critical for the future of all associations.  At the same time, globalization trends point to opportunities for associations to maximize their growth and revenue potential.  Five years from now, the organizations that will be in the best position are those that – despite the challenges – have identified those opportunities and pursued them effectively.

As this recent story in Fast Company illustrates, globalization creates some fascinating challenges and opportunities for associations. Saw this first hand in 2006 while meeting software executives in Bangalore.

I’ll be presenting a session at the upcoming ASAE & The Center Great Ideas Conference on Sunday at 315pm entitled “Act Locally, Think Globally: Leveraging Opportunities.”

The biggest lesson I’ll share from our “in field” client research and case studies is that most associations fail to grow their regional business because they try to operate locally using underdeveloped operational models.  In other words, they cant scale to meet local demands that require better marketing, adapting product to market, or selling.

It isn’t hard to see if you think about this problem from a different point of view.

Often clients need to make a critical attitudinal adjustment as they adapt themselves to new markets.  This new mindset requires one to think like you are starting your association from scratch as any “start-up” business might. It requires running your operation with revenue in and expenses out so as to prove it can stand on its own over a realistic time table.

Thinking like a start-up means you need:

• An active and visible local presence – that provides a platform to project in a region (especially underserved areas) and demonstrate your commitment to regional stakeholders that you are there not to “take out” value but to “invest” value that returns for everyone.
• Management on the ground that is matrixed (or fully integrated) into international HQ – to drive local efforts in defining market opportunities, create strategy, implementing programs and relationship building.
• Lower communication and cultural barriers – so your local people with the functional business and technical expertise can ensure that “Europeans talking to Europeans” can better fulfill the mission.
• To integrate local volunteer leaders into your management process – not providing opportunities for “real” self-determination” or the ability for them to have a stake in building “locally relevant” products and services will create perceptions that you have no intention of truly serving the needs of the local community. Associations must create collaborative governance and product development models that will significantly benefit future international Board and staff decisions.
• To treat the market as an investment with a tangible, measurable, locally relevant strategy and implementation plan - growth requires investment and measured effort to expect yields.  Focused and mandated personnel concentrating only on core market sizing, strategy, business development and relationship building without being cannibalized by other HQ projects or by other lines of businesses is critical.
• Calculated risk management – you do that by keeping the costs to enter/exit a market manageable.  Scaling work load based on strategic priorities and local needs; revenues collected and expenses paid in local currency of that country to mitigate currency exposure.  Getting shielded from local personnel laws concerning hiring, discipline, or HR benefit costs by leveraging an existing WOFE status.
• To accelerate time to market – Having scalability in serving a market will permit you to act on strategy and opportunity more quickly so that operational planning and implementation is faster.
• Scalable operations – Having the ability to adapt resource needs quickly any where in the world by project or for other purposes with the proper expertise when needed.

As association executives we need to lead our volunteer leaders through a risk management exercise to help them appreciate the need for operations investment that can scale.  This requires good field research, a business plan with a financial and operations model that defines success using KPI’s over a three year period.

Here are the slides.