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1ST PULSE SURVEYON TRENDS & OUTLOOK IN THE EUROPEAN MICE MARKET
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1ST PULSE SURVEYON TRENDS & OUTLOOK IN THE EUROPEAN MICE MARKET
Contents
1.The market in 2016
2. Key trends
3. Priorities for 2017
4. Outlook
Seminar
Event
Conference
Meeting
What are we talking about?
2023
28
19.923.3
28.4
19.5
23.6
28.5
(IN € BN)
2015 2016 2017
+0.3%
+1.4%+1.3%
+1.3%-0.5%
-2%
A major, stable market
A fairly positive dynamic
17%
3%
4%
58%
76%
81%
25%
21%
15%
down stable up
Type of event expenses
Event …
42%
10%
Agency fees
23%
25%
Transport
Other expenses
36
%
33
%
31
%
A CCOMMOD A TION FOOD A ND BEV ERA GE ROOM HIRE
A balanced breakdown in expensesfor the event venue
Objectives rather than events
92% 87% 86%74%
65%56%
78%62%
53%
Business development
Awareness & image
Day-to-day management
Co
mp
anie
s th
at o
rgan
ised
at
leas
t o
ne
even
t d
uri
ng
th
e ye
ar
68% of events are attended by fewer than 30 participants
< 10 personnes
De 10 à 30 people
De 31 à 100 people
De 101 à 500
people> 500 personnes
37%
2%
31%
23%
7%
Several events, especially virtual!
Average of 200 events organised every year (min 100 - max 400)
91% of organisations are equipped to hold virtual events
19% of events are virtual
25% 15% 18%
Contents
1. The market in 2016
2.Key trends
3. Priorities for 2017
4. Outlook
MICE: primarily an in-house affair
82% of events are organised in-house
73% are held in the home country
Top of mind for event venues
52% 23% 12% 7% 6%
Meeting room or company-owned site Hotel Conference
centre
Castle or unique venue
Other
Outsourcing: a growth opportunity
10%
21%
11%
16% 16% 17%21%
23%25%
Day-to-day management
Sh
are
of
ou
tso
urc
ed
even
ts
Business development
Awareness & Image
Pragmatism & professionalism for convincing
Decision by top management
Save time
Greater familiarisation with the venue
Large number of participants
Professionalism
Reasons for outsourcing management of an event
Price in 6th place with 45%
65%
59%
58%
54%
56%
Large ecosystem of providers
60% 59%
34%
25%22% 22% 20% 19%
16%
TMC Event agencyor company
Hotel groupevents
department
PCO Venue finder Digitalplatforms
Hostingagency
DMC AMC
Low maturity in terms of implementation and monitoring
53% of organisations have a
documented MICE policy
22%
25%12%
41%
Randommeasurement
Systematicmeasurement
Nomeasurement
DNK
Organisations and management solutions
44%
25%
31%
39%
43%
41%
36%
39%
34%
30%
No tool
Reporting
Payment
Planning / Execution
Recording
Venue find. / purch.
RFP
Use of internal or external solutions
MICE department for managing the event
Organised independently
MICE departmentfor purchasing andmanaging events
Approach driven by quality criteria
Easy access
Means of transport
Participants' satisfaction with a previous event
Safety
92%
75%
68%
65%
Criteria for choosing the venue (other than price)
• Value of the content (93%)• Professionalism of the event providers (88%)• Density of the timetable (82%)• Networking (74%)• Improvement of team building (69%)
… of organisations measure satisfaction
82% 85% 64%
Essential measurement of satisfaction
...based on quality indicators
Contents
1. The market in 2016
2. Key trends
3.Priorities for 2017
4. Outlook
Priorities for 2017
1
2 3
Improve participants' satisfaction
Gain an overview of expenditure
Incorporate digital technologies
Participants' satisfaction as well as their working conditions and safety
Improve participants' satisfaction
Provide participants with the best professional conditions
Ensure safety
70% 74% 37%90% 88% 76%
50% 63% 31%
Keep a tight rein on expenditure
Internal tracking of expenses
19% paid trough expense notes
79%
31% 31% 26%13%
Internal finance Management
tool vendor
Payment card
vendor
Agents Other
13% 16% 29%
15%
9%
54%
22%
View by type of expenditure
Overview of expenditure
Incorporate data into the accounting system
Assign expenses according to the company's
analytical references
The most important budget items
Measure the contribution of the MICE policy and ROI
41% do not measure the ROI
45% of organisations wish to increase the event's contribution to the added value generated by the
company
45% 31% 59%
8%
41%
19%
32%
Measurement of theexpense vs. budget
Measurement of the impacton revenue
Measurement of the result of each event
No ROI
81% of organisations hold virtual events
Share of virtual events 65% of organisations provide their
employees with training on digital tools
Mobile platforms are not yet an end-to-end management tool
but a supporting aid for running events
42% 74% 81%
69%
49%
42%
33%
INTERNAL MEETING
TRAINING
SEMINARS / EXECUTIVE COMMITTEE MEETINGS
CUSTOMER CONFERENCES
Contents
1. The market in 2016
2. Key trends
3. Priorities for 2017
4.Outlook
Increasing complexity of the value chain
New decision-support tools: assess events in terms of relevance and ROI
Objectives
Contribution of events to the company's development (business profits and participants' satisfaction and safety)
Examples of drivers
1. Integrate the economic benefits of interactions
2. Propose the most appropriate combinations
3. Make the right budgetary decisions
More expertise
New skills: control the event mix for greater personalisation
Know the customer environment and anticipate the events that will be affected
by technology and/or the macro-economic environment
Objectives
1. Control the effectiveness of the different forms of interaction by type of event
2. Provide benchmarking tools and best practices
Examples of drivers
Towards an integrated management approach
New positioning strategies: address the need to streamline costs
Reinvent or upgrade business models to reflect physical forms of interaction as
well as customers' purchasing practices
Objectives
1. Propose end-to-end solutions2. Propose hybrid pricing models (cross
between TMC and event agency models)
Examples of drivers
Methodology
25% SMEs
25% mid-cap companies
25% large organisations
25% associations
Over 600 telephone interviews
200 200 200
Representing over €180 million in MICE expenditure
Two waves –Dec 2015 and July 2016*
5% meeting planners
28% executive or departmental assistants
47% executives /directors / managers
20% other
Contacts
This intelligence report is the culmination of the collaborative effort between Concomitance, B3tsi and TendanceNomad.
For any enquiries relating to this intelligence report, you can contact us at the following address: [email protected]
Concomitance is an independent management and strategic consulting firm. Our areas of expertise are focused on two levers that create value on the customer experience: marketing and sales. Since its inception early 2002, Concomitance has excelled through its ability to translate its customers' strategic challenges into effective action plans that are immediately understood and ready for deployment by all stakeholders.
This capability is an integral part of Concomitance's DNA. We can leverage the previous corporate experience of our consultants to create and share recommendations with our customers in alignment with the maturity of their organisation.