By
Jennifer W. Brown, CMP
Produced by Meeting Sites Resource for PCMA’s Convene Magazine
Cathy Demyanovich knew there was a better way to manage her organization’s global meetings and events. The Director of Corporate Communications for California based Microvention, Inc., had a good handle on meeting activity in the corporate office but was also focused on seeking ways to insure that other offices / divisions were delivering meetings and events that were efficient, cost effective, with strategic outcomes.
She took matters into her own hands and conducted an analysis on who in the organization planned meeting and events, identified internal meeting sponsors, determined why meetings were conducted and how meetings were planned and reviewed past hotel contract components and clauses. “Armed and dangerous,” Cathy made a presentation to senior management on why a Strategic Meeting Management program should be implemented and detailed the many benefits to the organization (by the way, she got immediate approval).
Cathy’s situation is not uncommon. Many meeting planning, procurement and travel managers are using the Strategic Meeting Management initiative to change the way business is done within their organizations. But what exactly is Strategic Meeting Management and how do meeting professionals tailor a plan that meets their organization’s specific needs with predictable outcomes?
By industry standards, the Strategic Meeting Management (SMMP) definition is: “Strategic Meetings Management is a disciplined approach to managing enterprise-wide meeting and event activities, processes, suppliers and data in order to achieve measurable business objectives that align with an organizations’ strategic goals/vision, and delivers value in the form of quantitative savings, risk mitigation, and service quality.”
Whether meeting and event responsibilities are enterprise wide or focus on headquarters, a specific department or division, it is important to embrace this “accountability and value” business model. SMMP is a huge paradigm shift and the following industry statistics validate the need for planning teams to understand the key components and principals for implementation.
- Over 50% of CEO’s feel their organization is not getting maximum ROI from their meetings and events
- Over 40% of CFO’s are not satisfied with their company’s travel / meetings spend management
- 49% of planners feel pressure to enhance meeting results, measurable metrics and ROI
- 43% of planners implementing Strategic Meeting Management do not feel they are getting maximum results / leveraging spend.
There are plenty of articles, workshops, webinars and white papers on this topic, however, there is no “one size fits all” solution. Every organization must conduct its own needs assessment, create a Strategic Meeting Management action plan and get senior management’s buy-in.
Let me connect the dots and provide a framework on the steps needed to get a successful Strategic Meeting Management program defined, approved and launched. The key components to build your action plan (and ultimately, business plan) include:
- Reassess senior management meeting and event vision, goals and objectives
- Identify enterprise wide meeting and event planners, administrators and stakeholders (and their meeting activity / processes / goals / skill sets)
- Meeting needs assessment / meeting approval process / master meeting and event calendar
- Hotel site search / evaluation / value based negotiations process
- Custom hotel contract process (addresses all hotel contract components, value added concessions, hotel fees and surcharges, performance clauses and legal department liability language)
- Meeting and event planning processes, procedures, attendee communications / learning, on-site meeting management
- Preferred Supplier Program (services, pricing, evaluation, agreements, Strategic Meeting Management outcomes)
- Hotel / supplier deposit and payment process / reconciliation
- Meeting budgets / variance (by meeting)
- Transparent metrics to define and measure success (standard and custom financial reports, including cost savings / risk reduction report, by meeting and enterprise wide spend breakdown).
- Strategic Meeting Management implementation / compliance / training / collaboration / stakeholder feedback
- Post meeting evaluation / learner outcomes / meeting value (ROI / ROE)
- Robust technology that drives SMMP (24/7 access to current / past meeting activity / management and financial reports)
Meetings are big investments and the benefits of designing and implementing an Strategic Meeting Management plan will have a big impact on the organization and key stakeholders. This includes:
- Achieving management and stakeholder meeting goals and objectives
- Focus on core competencies
- Improved planning processes / team productivity
- Transparency of metrics / demonstrate real cost savings
- Risk mitigation (financial / legal / compliance)
- Meeting consolidation / leveraged spend
- Improved meeting quality / learner outcomes / attendee experience
- Integrate other meeting functions, including registration and housing
- Robust technology / data management
- 24/7 access to management / financial reports
It is critical to understand the internal organizational structure and identify the key drivers of meetings and events, enterprise wide. Is there a procurement manager or department? Perhaps a travel manager has already consolidated airline, hotel and car rentals for business travelers and has a hand in meetings? What key departments are responsible for meetings and events? Does the legal department have specific liability language for hotel contracts?
It is important to solicit support and feedback from any and all stakeholders and give them a big picture vision and compelling reasons for all to “tow the line together.”
You can see, there are many components and variables to a successful Strategic Meeting Management plan and implementation. It is important to highlight four essential cornerstones to Strategic Meeting Management success:
1. Organization Analysis / Action Plan
Generally, it’s the classic “who, what, when, where, why” meetings and events analysis, however, it can sometimes be difficult to mine information. Get meeting history and feedback from all meeting stakeholders, including how meetings are approved, planned and specific meeting budgets / spend. Accounting / finance can help track people who have requested deposits and payments to hotels and industry suppliers.
2. Senior Management Buy-In
Before presenting your Strategic Meeting Management plan to senior management, do your homework, understand the organizational structure and how it works. Build your business acumen; review the company’s website, annual report, mission and vision statements and any strategic initiatives recently announced. Build a strong business case with compelling reasons to implement an Strategic Meeting Management plan. Be realistic with your implementation timelines and specific metrics to define and measure success.
3. Strategic Meeting Management Compliance
The reality of Strategic Meeting Management is the need for visibility of meetings, enterprise wide and communicating with anyone who has their hands (or fingerprints) on meeting and event activity is essential for success. Let’s face it, in a decentralized environment it can be difficult to get everyone on board…some don’t want to lose control and others don’t want to lose their perks. It’s important to identify full and part-time planners and get feedback on their role in the meeting and event planning process and their recommendations on how to improve processes, procedures and outcomes. Cooperation early on can minimize turf wars and accelerate your Strategic Meeting Management success.
4. Strategic Meeting Management Technology
Quick access to quality data is essential in driving an effective Strategic Meeting Management Program. Robust technology will improve processes and team productivity, streamline sourcing, provide data for hotel and supplier evaluation, deliver meeting consolidation / leveraged spend, preferred suppliers and a multitude of budgeting and financial reports, including cost savings / risk reduction by meeting and breakdown of total spend. Strategic Meeting Management technology can also integrate many other meeting functions, including meeting registration / housing. It is important to understand what technology tools are currently being utilized and what technology capabilities are needed to deliver strategic outcomes.
A carefully designed and implemented Strategic Meeting Management plan can save an organization 12% to 24% annually, which is certainly a powerful way to get senior management’s attention and support. It is important to point out that often, too much emphasis is placed on cost savings and not enough focus on meeting architecture, design and strategic outcomes. Remember, Strategic Meeting Management offers an umbrella of value components.
Once an Strategic Meeting Management plan is implemented, the process requires continuous evaluation, stakeholder collaboration / feedback and “mid-course corrections” to improve processes, procedures and value based results.
So, whether you’re sitting on the sidelines contemplating an Strategic Meeting Management Program, wanting to demonstrate real meeting value to senior management, or have implemented an Strategic Meeting Management Program, but want to conduct an “audit” for maximum performance, the time is now. Participating as a driver of this essential business initiative can have a big impact on your organization…and your career!
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Jennifer W. Brown, CMP, is President of Meeting Sites Resource, a global specialist in meeting site research and hotel contract negotiations. Meeting Sites Resource also offers professional meeting support services, Strategic Meeting Management consulting and advanced technology solutions.
For a complimentary copy of her SMMP Blueprint For Success Action Plan For Success contact her at This e-mail address is being protected from spambots. You need JavaScript enabled to view it / (949) 250-7483 ext. 315.
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