1. ROADMAP FOR SUCCESS BUILDING FOR THE FUTURE GROWING FIABCI THROUGH A NEW MANAGEMENT, RETAIL & ASSOCIATION MEMBERSHIP MODEL KIRKOR AJDERHANYAN, WORLD PRESIDENT ELECT (2016-2017)

2. 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 2

3. 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 3

4. VISION: GROW FIABCI THROUGH INCREASED RELEVANCY TO CURRENT & PROSPECTIVE MEMBERS  Explore new ways to:  Communicate & exchange information  Create business opportunities  Promote & deliver member benefits  Explore new / additional revenue models 4

5. 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 5

6. 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 6

7. 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 7

8. 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!) 8

9. 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 9

10. 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 10

11. 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 11

12. 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 12

13. 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 13

14. 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 3 rd -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. 14

15. 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 15

16. 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. 16

17. 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 17

18. THANK YOU!  A Shared Vision  Questions Kirkor Ajderhanyan 18