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Category: Risk Mgmt

Nov 17 2009

International Meeting Strategy and Cost Saving Tips – MeetingsNet Webinar

meetingsnet webinar

Peter Turner, Director Business Development US Market, and Idoia Rodés Torróntegui, Managing Director MCI Brussels, will present tomorrow on two MeetingsNet Webinars on international meetings.

Session 1 – LIVE at 12:00pm ET

Things You Need to Know Before Launching an International Association Meeting

Do you want to launch a meeting outside the U.S., but aren’t quite sure where to start? How do you find the right destination and venue for your group? How do you negotiate with a vendor from another country? How do you market to your potential international audience? And, most important, how do you avoid international meeting planning missteps that could cost you time and money? Attend this best practices webinar to learn how you can find a local partner who can provide insider knowledge and contacts, how to work with international venues, and how you can bring your organization’s meetings into new markets with confidence.

Learn how to:

* Tap into new markets to increase your organization’s meetings revenues

* Choose the right destination and venue for your slice of the international market

* Find a partner that can help you understand the local culture and deal effectively in another country

* Reach your potential overseas attendees with a marketing message that will draw them to your event

* Painlessly negotiate contracts with international suppliers and vendors

Session 2 – LIVE at 1:15pm ET

20 Cost-Saving Techniques for International Association Meetings

Planning a meeting outside the U.S. takes more time. But does it take more money? With proper planning and strategies, you can budget wisely and look for ways to enhance your revenue at the meeting itself. In this webinar you will be given the tools and resources to build a budget for an international meeting.


* How to use local cultural knowledge to your advantage when negotiating for venues and services

* Creative budgeting tips and techniques

* How to make wise decisions regarding foreign-exchange rates

* How to understand and work with Value Added Tax

* How to find sponsors

* How to save on shipping

Please follow this link for registration information or to access the on demand recording of the session.

Jan 30 2009

Good Meeting Strategy Reduces Risk Abroad


Previously appearing in the December 2008 issue of Association Meetings magazine. Co-written by Michael Payne, Smith Bucklin and Peter Turner, MCI.

Financial planners will tell you that trying to “time the market” to buy or sell stock is a recipe for failure.  You need to follow a plan according to your personal needs, coupled with long-term horizons.

This approach is also appropriate today as we look at whether, and how, to run international meetings.  Although today’s economic climate has created some major challenges, many organizations are still implementing and/or planning international events – both in the United States and around the world.Associations and companies often seek to expand their international footprints to benefit from the ever-growing global marketplace of products and services.  They know that, while the market may be flat in the United States, opportunity may be quite good in Central and Eastern Europe, the Middle East, Asia or even Latin America.  For example:

To increase chances for success with international expansion, local issues need to be addressed.  They range from choosing the right local market to enter and the right local service providers to knowing which obstacles can be avoided.  International events can provide important returns but they require more effort and flexibility than domestic meetings.

Following are some key guidelines for helping to conduct a successful international event in today’s economy:

Sell them what they need, not just what you have to sell

Whether your organization has a history of activity in a given region of the world or is looking for ways to enter a market, you need an event strategy based on serving local customer, partner or member needs, expectations and outcomes.  This may require adapting your content, promotions and event schedules in ways that may be new to you.  Include local stakeholders in the development of your event’s strategy to help “market test” your design.

Understand and navigate local market opportunities and barriers

Government policies that hinder the free flow of travel will create problems if you don’t know how to work around them.  Look for more open, accessible and business-travel-supportive destinations.  Also, make sure your destination decision is based less on glossy, alluring brochure photos and more on logistics considerations such as visa and import restrictions; the likely delays/costs on products arriving for trade shows and other events; customs controls; and waiting times at airports.

Excessive restrictions and controls create disincentives for travelers and discourage international participation at events.  Of course, the irony is that these policies end up costing the same governmental entities substantial dollars in lost business opportunities and tax revenue.

Also, rely upon appropriate and objective third-party information sources to gauge a country’s support of regulations and ethical and pro-business practices (specific to your industry and travel and business tourism in that location), as well as the prevalence of good infrastructure and a large quantity of quality local service providers.  We recommend using the World Bank, World Economic Forum and Transparency International.

Find ways to mitigate your risk

There are many risks involved in planning international events.  Following are some common risk factors, as well as some ways to mitigate them:

  • Currency fluctuations – Meeting revenues should be collected in the currency of the event country since you will pay expenses in the same currency.  If you have offices in that region, you should use profits to support local efforts.  Otherwise, keep proceeds in a foreign bank account to help with future events.  If repatriating funds is desired, it is good to buy a currency hedge to lower exposure.
  • Travel costs – Airline capacity reductions and rising ticket costs are continuing to impact the industry worldwide.  Ensure that a location has the necessary air travel infrastructure and a reasonable schedule and pricing.
  • Registration offerings – The depressed economic climate will likely require even more proactive programs and incentives in order to encourage registration and attendance.  Attendees, exhibitors and/or sponsors must anticipate a return on their investments of time and money to commit to an international experience – even more so than a domestic event.  The tighter the economy, the more questions they will ask: Should I attend?  Can I afford to exhibit?  Can I send fewer people from my company?  Should I stay as long?  Organizers have to be able to address those concerns in a proactive and measurable fashion to ensure participation.
  • Cultural differences – Develop a plan based on expected audience delegation size and needs and have interpreters and/or select translations of content available.  Get advice from volunteer leaders or local partners.
  • Contract negotiations – Secure good local partners who know the market and who may offer influence as a volume purchaser to help you before, during and after contract negotiations.
  • Co-locate or partner – Share costs to help lower risk.
  • Resell opportunity – Repackage the most popular content from an event as a residual sales product available via the Internet to generate more revenue for little extra cost.

Hire local experts with the right experience

Finding the right local talent with expertise and experience in key value-added areas can mean the difference between profit and loss while also reducing your time spent managing challenges that you may not anticipate on your own.  For example, through the SmithBucklin + MCI Global Partnership, SmithBucklin client organizations are able to tap into the regional marketing and meetings/events expertise of MCI’s 31 offices in 20 countries around the world.  This gives clients instant access to locally relevant marketing and promotion, event planning, PCO (Professional Congress Organizer) and Ovation Global DMC (Destination Management Company) services.

Areas in which partners with good local knowledge and expertise can have a major positive impact include market research, sponsorship development, destination management, housing, currency risk, registration and meeting logistics.  Involving a partner with experience marketing to a certain region is particularly important since ineffective marketing and promotion is often the greatest barrier to achieving event goals.

Be present in the region everyday

Would you want to buy a product or service from a foreign company or a membership from a foreign association that did not have a presence in your region?  What if that company or association tried to conduct business in another currency other than your own?  Likewise, how would you feel if that company or association never tried to work with you locally to adapt products or services to your needs, or bombarded you with promotions that didn’t accommodate cultural differences?  You would be less likely to buy their products or services or join their association.

If you are serious about growing globally, you need to have a solid understanding of the region you are targeting.  You need local experts with the right functional expertise, whether that involves adapting strategy for membership and products to the region, creating locally relevant products or membership benefits, or managing revenues and expenses in local currency.  In short, it is all about building relationships.  You cannot do that by just holding periodic meetings in the region to placate the locals.

As you consider the opportunities your organization may have around the world, make sure you are not making decisions on impulse but rather based on sound management practices that reduce your risks while increasing the likelihood for a successful meeting.   Ask yourself what business goals you want this meeting to achieve for the region after the event concludes.  Have a plan.  Focus on the long term.  And remember, position your organization for the opportunities that are available and be the first to benefit when a local regional market rebounds.

Mar 13 2008

Early Adopters Rethink Regional Office Strategy


In a recent article in the Wall Street Journal, some companies who initially chose to spend large investments in owning offices and hiring full time personnel in BRIC countries are now beginning to pull back.  Instead, they are reducing their costs by maintaining their presence through business process outsource companies.

Rethinking the India Back Office Some Western Firms Weigh Selling Their Units as Costs Rise, Dollar Weakens

NEW DELHI — Many of India’s back-office businesses — the industry that propelled this nation onto the front lines of global commerce — may soon be changing hands.

Some of the largest outsourcing units are still those belonging to Western companies, including Wall Street’s biggest banks, which set them up here in recent years to take advantage of India’s low-cost, educated labor force. Now, many of the big companies could soon be looking to get out of part or all of the business by selling either to Indian companies that specialize in outsourcing services, to private-equity firms or through initial public offerings.

The reason: The costs for big companies of having their own Indian units are rising sharply — India’s skilled-labor wages are shooting up — and many, particularly financial-service companies, are looking to cut their overhead as the U.S. economy slows and the credit crunch takes its toll. The dollar’s weakness, which makes doing business in India comparatively more expensive, is another incentive for Western companies to leave the sector.

Moreover, a study by consultants McKinsey & Co. and Nasscom, the Indian tech and outsourcing industry group, found that, on average, company back offices — or “captives,” as they are referred to in the tech and outsourcing industry — were less efficient than companies run by outsourcing firms that specialize in the business. For some types of back-office work, captives’ costs are 30% higher. The survey found that the higher costs didn’t lead to lower staff turnover or better-quality work.

Four or five years ago, setting up a unit in India made sense: Shift the accounts, tech department or customer-care center to India and cut costs by 45%. Many American and European companies rushed to do it. Swiss bank UBS AG has a back office employing about 2,000 in tech hub Hyderabad. Goldman Sachs Group Inc., J.P. Morgan Chase & Co. and HSBC Holdings PLC have their own, too.For some companies, such offices have now become a headache. Once the initial benefit was felt, companies found it hard to keep on top of their costs. Salaries and the cost of office space jumped. Staff turnover has been high, and companies are having to spend on headhunting fees and training.

India, however, remains a low-cost destination that offers a large quantity of people with the often-special skills required to make such businesses work, says Pankaj Kapoor, an analyst at ABN Amro Asia Equities in Mumbai. Although costs have risen, they remain substantially lower than in the U.S. or Europe. While some companies have begun to move their back-office operations to lower-cost countries such as Vietnam, Mr. Kapoor says he thinks many — particularly the more complex back-office functions — will remain in India. But at the same time, Western companies are still likely to look for ways of getting those functions off their balance sheets, he adds.

But already, sales are happening. Genpact Ltd., a business-process outsourcing concern, was spun out of General Electric Co. and listed on the New York Stock Exchange in August. GE and private-equity concerns General Atlantic LLC and Oak Hill Capital Partners remain big shareholders.

Travelport Group, a U.K. travel-services company that is owned by private-equity concern Blackstone Group LP, in December sold Travelport ISO, its Indian back-office operation, to Mumbai-based Intelenet Global Services Pvt. Ltd., a company 80%-owned by Blackstone. At the same time, Intelenet unveiled a deal to buy Upstream, an international outsourcing company, from its major shareholders based in Fargo, N.D. Together, the deals were valued at $75 million.

Back offices also have changed hands as part of bigger outsourcing deals. As part of a $250 million outsourcing contract last July, Infosys bought three back offices in India, Thailand and Poland from its client Philips Electronics NV of Amsterdam for $28 million.

Citigroup Inc. has eyed a sale of its Indian back-office unit, Citigroup Global Services Ltd., people familiar with the matter say. Citigroup declined to comment. And United Kingdom insurance giant Aviva PLC said a strategic review of its Indian offshore business, Aviva Global Shared Services Pvt. Ltd., had come to the early conclusion that partnership, in a variety of forms, could be a better alternative to its current back-office set up. Aviva is now in talks with “a very small number of parties before reaching a final conclusion,” the company said in a statement.

Working with partners who have wholly owned foreign enterprise status in local communities combined with professional personnel to assist in market development, product adaptation and local management of constituent services should be a model to explore when seeking to open an office presence.