Strategic Meetings ManagementProperty of Debi Scholar, permission required for reproduction of any part of this presentation. ©Debi Scholar. 2013 Secrets of Successful Strategic Meetings

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Strategic Meetings

Management

Debi Scholar

President, The Scholar Consulting Group

www.linkedin.com/in/dscholar/

Property of Debi Scholar, permission required for reproduction of any part of this presentation.

©Debi Scholar. 2013

Secrets of Successful Strategic Meetings

Management (SMM) Programs

For Central and North Florida BTA

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Strategic Meetings Management (SMM) Topics

• Why SMM?

• Secrets of Successful Programs

• Saving Opportunities

• Risk Mitigation Opportunities

• Efficiency Opportunity

• Unite Meetings, Travel, Procurement and Suppliers

• Benchmark

• Roadmap

• Pitfalls

Appendix

• Goals of each Stakeholder Audience

• Mid-Market vs. Large Organization Differences

• SMM Strategy Articulation Roadmap and Maturity Model

What is your Primary Role?

Corporate Travel Professionals

Corporate Meeting Professionals

Corporate Procurement Professionals

Suppliers of these services

Other

Trusted Advisors and Superior Solutions

for the Travel and Meetings Market

Strategic Meetings Management can be used to integrate the following

spend categories for greatest savings opportunities and efficiencies

Highly Fragmented

Spend by

Department and

Business Unit

• Hotels

• Group Travel

• Ground

transportation

• Audio Visual

• Production

• Meeting

Management

Companies

• Resources

Disparate

• Spend / leverage

• Service

• Process and controls

• Resources

• Technology

• Data and metrics

Managed

Spend*

Unmanaged

spend

*Even "managed spend" may not be

leveraged appropriately.

Managed spend is often siloed by spend

category or within business unit rather than

throughout our Organization



Silos exist in organizations






Strategic Meetings

Management (SMM) 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 the organization’s

strategic goals / vision,

and deliver value in the

form of quantitative

savings, risk mitigation,

and service quality. Global Business Travel Association produced the first whitepaper on SMM in March 2004.

Business

Unit 1

Business

Unit 2

Business

Unit 3

Country Country Country Country Country Country

Strategic Meetings Management Program

Organization-wide Management

Benefits include …



SMM Benefits

• Common vision for meetings / events

• Improve branding

• Leverage spend / contain costs

• Reduce risks

• Gain efficiency

• Improve quality / consistency

• Improve and automate processes

• Increase visibility

• Build improved relationships with suppliers

• Forecast and leverage resources

• Improve business continuity / manage crisis planning

activities across enterprise



SMM book

at

Amazon and

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Advisors

and

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Travel

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Meetings

Market

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• Why SMM?






• Benchmark

• Roadmap

• Pitfalls

Appendix




Secrets of Successful Programs












… Cost Reduction

If this is your business

objective:

Then, start with these initiatives*

Cost Reduction Sourcing/planning, demand management**,

policy, technology, supplier management

Regulatory requirements/risk

reduction

Policy mandates, technology, Standard Operating

Procedures (SOPs)

Gained efficiencies, Improved

productivity

Resources, sourcing, planning, technology, SOPs

Quality service and branding

assurance

Resources, sourcing, planning, technology, SOPs,

Service Level Agreements (SLAs)

Visibility into total

meeting/event spend and

volume

Sourcing, planning, policy mandates, technology,

SOPs, collaborating with all resources, supplier

management

Crisis management/duty of care Policy, technology, sourcing, planning, SOPs, supplier

management

*Stakeholder identification and communication are always part of any initiative

**Managing the demand such as moving toward lower-cost services

(shuttle vs. car service) or moving toward virtual meetings



SMM Lite SMM Medium SMM Tall

• Strategy

development

• Stakeholders

identified

• Spend analysis

• Policy development

• Technology sought

• Strategic Sourcing

Goals

• Organization-wide

reporting Goals

• Strategy

communicated

• Stakeholders offer

guidance

• Policy communicated

• Risk mitigation in

some categories


• Meetings registered

and approved

• Technology in place

• Planning efficiencies

• Payment method

• Metrics

• Strategy sustainable

• Stakeholders fully

support

• Policy followed

• Scope is

organization wide

• Preferred supplier

programs


optimized

• Meetings tied to

business objectives

• Technology

integrated

• Dashboard reporting

• Compliance

• Audits

It is OK to start, or stay at

“Lite” if that is what makes

sense for your organization

16



17



YOUR TURN!

Improved Strategy?

Reduced Costs?

Reduced Risks?

ABC Products XYZ Supplies

Training meetings General business

meeting

Sales meeting

St. Louis Hilton L.A. Marriott St. Louis Marriott

Chicago Hilton Chicago Ritz Orlando Loews

San Francisco W NY Sheraton Philadelphia Crowne

Plaza

In June 2012, the following internal meetings were held ...



ABC Products and XYZ Supplies are in the SAME company

but are two business units

As the NEW Travel and Meetings Leader, what questions do

you have?

18



meeting

Sales meeting




Plaza



• Is there a Meetings Policy that incorporates both B.U.s?

• Does the organization have transient or group preferred

suppliers in place? Multiple chains are used.

• Was an air analysis conducted to ensure that these

locations were the right locations based on the travelers

attending and ability to meet the business objective?

19



meeting

Sales meeting




Plaza



• Could we have clustered meetings in St. Louis, Chicago,

maybe even New York / Philly?

• If using both the Crowne Plaza and the Ritz, are both

acceptable? Could we save money by placing more

general business meetings in Crowne Plazas?

• Does either B.U. have any credits available to share?

• Who is sourcing and planning these meetings? Synergy?

20

SMM book

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iTunes

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Advisors

and

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Travel

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Market

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• Why SMM?






• Benchmark

• Roadmap

• Pitfalls

Appendix






Meeting / Event Facts:

• Cost is Considerable • Cost represents a substantial amount of an organization's Selling,

General, and Administrative (SG&A) expenses

• Industry benchmarks indicate that spend represents 25% to 35% of

an organization's total T&E spend

• Most organizations do not allow staff to buy their own desks, or their

own computers, yet allow these same staff the authority to “buy”

meetings or events that cost thousands of dollars





Meeting / Event Facts:

• Cost is Considerable • Costs are itemized in over 40 Standard Industrial Category (SIC) and

Merchant Category Codes (MCC) which make detecting the total

spend very challenging



• Hotels

• Audio visual

• Ground Transportation

• Production companies

• Meeting Management

Companies

• Destination Management

Companies

• Speakers

• Gifts / Giveaways

• Caterers

• Unique Venues (Museums,

etc.)

• Florists

• Decor

• Entertainment

• Photographers

• Printing

Download 62 Savings and Cost Avoidance

Opportunities in Meetings and Events at TEPlus.net



Let's Look at

the Categories

of Savings ...

Policy

Demand Management

Strategic Sourcing (hotels and other suppliers)

Technology / Automation

Planning Negotiations (hotels and other suppliers)

SM

M S

av

ing

s O

pp

ortu

nit

ies

20-30%

*Of the total percentage saved

15-20%

8-15%

8-10%

5-10%

* Adhere to policy spending guidelines

Improve leadtime of meetings/events

Drive adoption of online booking tool for

group travel

Reduce length of meetings using virtual

technologies / eliminate non-essential

Reduce or lower demand of product or

service

Move market share towards preferreds

Improve negotiations, use master

contracts

Leverage spend with transient volume

Automate end-to-end process

Integrate technologies

Reduce legal/regulatory fees by

improved compliance

Negotiate pre-meeting, during meeting

and post meeting to gain cost

reductions




Resource Management

Payment & Recovery

Control & Compliance

Return on Investment

Supplier Rel. Mgmt.

SM

M S

av

ing

s O

pp

ortu

nit

ies

3-10%

*Of the total percentage saved

2- 5%

2- 5%

3- 5%

1- 2%

* Reduce quantity of resources/gain

efficiencies

Reduce duplication of effort

Use right skill, right task, right time

Method of payment used

Incentives/commissions received

Reduce or eliminate penalties

Billing disputes resolved

Reduction in spend via audits

Compliance to contract; receiving the

correct group rates

Controlling over spending by change

agreements

Obtain the return or the value (e.g.

increased revenues) in a quantifiable

measure

Supplier risk/reward recovery from

key performance indicators

Managing suppliers – transparency in

pricing

Forensics and Fraud 5-10% Vigilance in detecting fraudulent

activities

Audit processes and records

Trusted Advisors and Superior Solutions for the Travel and Meetings Industry



Estimated Spend on Meetings

Method used to estimate spend was: • benchmark of T&E spend (25%-35%)

• extracted data from Card, AP and Expenses

• surveyed hotel suppliers (equals about 20%

of total meeting spend)

• surveyed administrative assistants

Drivers of moving

toward

Meetings

Management

• Reduce costs and gain

visibility into meeting

spend

• Reduce risk exposure

• Gain efficiency and

improve integrity

• Improve business

processes

• Improve quality

• Increase ROI

opportunities

• Use right resource

models

$X,XXX,XXX

Estimated Savings

through Program

Management

15% - 25% within 12

months

$XXX,XXX

Estimated Volume

Meeting / event is defined as

- requires contract

- may be 10 or more that go

XX,XXX meetings

(Great C-Level Slide!)



Deliverable savings opportunities Estimated

savings (of the % saved)*

Savings realization

0-6 months 7-12 months

Policy Modification • Meeting/event patterns

• Allowable spend 20-25%

Demand Management • Non-essential spend

• Alternative meeting locations or methods 15-20%

Payment and Recovery • Method of payment

• Incentives, fees, points, unused tickets 2-5%

Control and Compliance • pre-spend approvals

• employee non-compliance 2-5%

Strategic Sourcing • centralizing spend, moving market share

• contract negotiation and renegotiation

• supplier risk/reward service level agreements

20%

Resource management and duplication • right skills, right place, right tasks

• use of standard materials without recreation 8-10%

Technology and Automation • reduce agent-assisted group books

• automate tasks, increase productivity 8-10%

Identified areas for cost savings can be realized through short-term policy modifications, and long-term

strategy and resource changes.

*If 10% of 10M needs to be saved, these are the categories where you will find savings

10% of $10M is $1M. Of the $1M in savings goals, 20% (or $200K) will be in policy modifications.

See the 62 Opportunities for Savings on www.TEPlus.net, posted April 2013.




SMM book

at

Amazon and

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Advisors

and

Superior

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for the

Travel

and

Meetings

Market

SMMbenchmark.com


• Why SMM?






• Benchmark

• Roadmap

• Pitfalls

Appendix




30



YOUR TURN!

What Risks are Exposed?



Stories on the following Risk Categories?

• Financial

• Contractual

• Regulatory

• Operations

• Strategy

• Reputational

• Technology

• Marketing

Meeting / Event Facts

• Risk is Rampant • An average meeting produces three or more contracts (e.g., hotel,

ground transportation, audio-visual, activities, etc.)

• Most contracts are not reviewed by procurement and do not contain

our terms and conditions

• Data is not secure (e.g. PII data stored in Excel, transferred via

unsecured email, etc.)

• Attendee whereabouts during a crisis are unknown



Contractual / Financial risks Crisis Management risks

Ethical risks Technology / PII Risk Exposure





Risk Exposure ANSWER these questions … Risk Category

How effective is your meeting policy? Strategy Risk

How many of your coordinators and/or Admins

are accepting complimentary services?

Reputation Risk

How many of you have four-stage crisis

management plans in place for all

meetings/events throughout your organization?

Business

Operations Risk

How many of you know where ALL of your

meeting contracts are for ALL meetings/events

throughout your organization? And, what

business terms were included?

Legal/regulatory

Risk



Risk Exposure ANSWER these questions … Risk Category

Are your end-to-end business processes

automated? (meeting registration through invoice

reconciliation)

Information

Technology Risk

Are you tracking all of your diversity spend for all

of your meetings/events? Are all meetings/events

branded appropriately?

Market Risk

Are you leveraging your group volume and

spend with your transient volume and spend for

greater discounts? Managing penalties across

the organization? Strategically sourcing to fewer,

preferred suppliers?

Financial Risk





Risk Exposure is

REAL if you plan

1 meeting or

1,000 meetings

Risk Exposure • Contractual / Legal (e.g. language,

signing authority, third parties

signing or negotiating contracts without

input, document retention, etc.)

• Regulatory (e.g. SOX, maintaining

financial controls

selecting suppliers fairly, compliance, etc.)

• Operations (crisis management,

duplication of

numerous ad-hoc staff planning meetings,

unethical behaviors, etc.)

• Financial (e.g., penalties, lack of visibility,

spend in

over 40 SIC codes, invisible suppliers,

etc.)

• Strategy (e.g. lack of policy, awareness,

funding of program, etc.)

• Reputation (e.g. exposure to negative

public perception, etc.)

• Technology (e.g. PII, redundancy, lack of

automation, etc.)

• Marketing (e.g. lack of consistent

branding, customer satisfaction,

etc.)



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Advisors

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Superior

Solutions

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Travel

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Meetings

Market

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• Why SMM?






• Benchmark

• Roadmap

• Pitfalls

Appendix




0

1

2

3

4

5

6

7

8

9

Manual Automated

Case Study: U.S. based client seeking guidance

on manual vs. automated processes Efficiency Average time in hours averaging data from 10

meetings (of different complexity factors) using

manual vs. automated processes

Hours

per

meeting




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• Why SMM?






• Benchmark

• Roadmap

• Pitfalls

Appendix




Perfect

Teamwork

for

Meetings

Program • Experts in fair

procurement practices

and how to calculate

hard and soft savings,

as well as cost

avoidance

• Experts in Strategic

Sourcing and SRM

Procurement

• Experts in

sourcing and

Planning Meetings

• Understand the

uniqueness of

each meeting /

event

Meetings

• End-to-end SMM

technology desirable

• Reduce urge for

piecemeal technology

• Use Excel

spreadsheet if

necessary

Suppliers

• Experts in offering

air cost analysis of

locations, travel risk

mitigation, group

travel services,

discounts and

credits

Travel

Integrate these Experts, as well as Finance, Security, IT,

and other Stakeholders







Risk and Savings Opportunity

8% of Total

Ticket Cost

for domestic

flights.

$50 for

international

flights.

Travel Agency 1 Travel Agency 2 Travel Agency 3 Travel Agency 4

$30 Flat

Fee

$37 Flat

Fee

$49 Flat

Fee

Transient Travel Group Travel

Travel Agency 5

€54 Flat

Fee

“Other Country”

What do you think happened when they needed to find employees during crisis?

What do you think they paid for online booking vs. agent-assisted?

Meetings Meetings

May need to look in Meeting

Planning company spend for

Airline and Travel Management

Company (TMC) fees

Airline and TMC

fees were hidden



Travel Professionals • Direct all travel through one TMC; reduce exceptions

• Lead efforts to ensure that meeting planners get timely

and regular travel manifests

• Through Group Travel Desk

• Integration between OBT and Meeting

Management Technology

• Air analysis by location; provide lift reports for second /

third tier cities

• Group travel through OBT

• Group air contracts and block group space

• Flag out-of-parameter group travel

• Provide Crisis Management Support

SMM book

at

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Trusted

Advisors

and

Superior

Solutions

for the

Travel

and

Meetings

Market

SMMbenchmark.com


• Why SMM?






• Benchmark

• Roadmap

• Pitfalls

Appendix




Benchmark your program against others

Help your Leaders understand what others are doing ...



SMM book

at

Amazon and

iTunes

Trusted

Advisors

and

Superior

Solutions

for the

Travel

and

Meetings

Market

SMMbenchmark.com


• Why SMM?






• Benchmark

• Roadmap

• Pitfalls

Appendix




Upping the Ante

"20% of Clients participated

in both the ABC and the

DEF Customer Conference.

These same Clients

downloaded at least 50% of

the available presentations

and these 20% Clients

produced an additional

10% of revenue since the

two conferences."

APP, MMT, and CRM Integration



Upping the Ante




These same Clients






two conferences."


F&B is the 1st,

2nd, or 3rd largest

expense in

meetings.

GET a REBATE

back to your

company for your

F&B spend!



Upping the Ante




These same Clients






two conferences."


F&B is the 1st,

2nd, or 3rd largest

expense in

meetings.

GET a REBATE

back to your

company for your

F&B spend!



Upping the Ante




These same Clients






two conferences."


F&B is the 1st,

2nd, or 3rd largest

expense in

meetings.

GET a REBATE

back to your

company for your

F&B spend!





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copy

of SMM book

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Travel

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3 month plan – identify stakeholders, map out a plan,

and tackle 1-2 opportunities for grassroots effort

First 30 days 31-60 days 61-90 days

Organize projects Manage project Manage project

Identify and communicate with people

(stakeholders) who may be able to

help you

● Ask stakeholders some

or all of the 20 questions;

● Obtain feedback from

suppliers

● Develop analysis from

the findings

● Map out a long-term plan

or business plan for

leaders

Identified Opportunity #1 (example)

Source hotels strategically

Identify meeting spend at preferred

transient properties

Ask suppliers for total spend reports

● Ask other planners how

much they’re spending at

hotel properties

● Obtain reports (AP and

corporate card)

● Begin sourcing hotel

chains for multiple

upcoming meetings

● Develop process for

consistent sourcing (e.g.

RFPs, etc.)

Identified Opportunity #2 (example)

Review current policies

Obtain best-in-class policies

● Collaborate with

stakeholders on policy

language

● Develop recommended

policy

● Vet policy with

stakeholders



Project Timeline

Email Debi

Scholar for

Project

Plan

Example.

For longer version...



What to Watch For ...



• Identified Stakeholders that do

not appear interested

(show them WIIFM!)

• Technology that doesn't provide

end-to-end functionality

(only about 5 technologies do!)

• Lack of comprehensive policy

(create a better one!)

• Lack of commitment from Administrative Assistants

(use comprehensive change management and get them

involved to make them feel like champions!)

• Lack of Strategy

(use Debi's Business Plan!)

www.TEPlus.net

www.smmbenchmark.com

1.

3.

2. www.linkedin.com

Blog

Group

Website and free Benchmarking



Connect with

Debi Scholar

On LinkedIn

TEPlus.NET

and SMMBenchmark.COM



Congratulations

on completing the

The 1-hour

Secrets of Successful Strategic

Meetings Management

Programs Strategic

Meetings

Management

Instructed by Debi Scholar



Appendix



SMM book

at

Amazon

and

iTunes

Trusted

Advisors

and

Superior

Solutions

for the

Travel

and

Meetings

Market

SMMbenchmark.com

Debi Scholar , President of Scholar Consulting Group • Author of SMM: The Strategy Quick Reference Guide

• Co-author of the Strategic Meetings Management Handbook

• Consults with organizations, associations, education facilities, and suppliers on

T&E, strategic meetings management, travel management, and virtual meetings

• Created the meeting industry’s first SMM Maturity Model©

• Created two LinkedIn groups (T&E Plus over 2,300 members and GBTA SMMP

over 1,000 members)

• Her blog, T&E Plus, has been viewed over 36,000 times and was described as a

“must-read” resource by an industry trade magazine.

• Previous co-chair of the GBTA Groups & Meetings Committee

• Previous MCAF member

• Previous GBTA Foundation Board member.

• Top 20 Changemakers in the Industry,

• Business Travel News Practitioners of the Year

• VIPs in the Strategic Meetings Management Industry

• Contributes to HotelExecutive.com

• Contributes to Business Travel Executive magazines monthly.

• Edited the Travel Policy in the Business Travel Buyer's Handbook

• Managed the PricewaterhouseCooper's SMM Program and Group Travel for over

2,000 meetings and a budget of over $200M

• First Meeting Director to have included Virtual Meetings under her direction back

in 2002.

• PwC Travel and Entertainment Consulting Lead and worked for the firm for 13

years.

Benchmarking

When you compare your business processes to other leading

organizations, the resulting information offers a foundation to develop

improvement plans that will guide you towards best in class, or mature

programs.

To benchmark processes, use the SMM Maturity Model on the next slide.

To benchmark costs, use a meeting management company that provides

these services

www.smmbenchmark.com



2Technologies that may be integrated in SMM

Meeting Mgmt.

System3

Learning Mgmt.

System

Online Booking

Tool

Enterprise Contract

Mgmt. System

Organization’s

Intranet / Portal

Strategy Operations Tactical

Change Management

Culture

Innovation /

Vision

Business requirements1

Business linkages and

integrations

Stakeholders

Governance

Executive sponsor

Regulatory / legal requirements

Policy and compliance

Internal / external customer

expectations

Branding

Strategic Meeting Management

Program (SMMP) funding

Business impact / ROI of SMM

Resource model

Corporate Social

Responsibility (CSR)

Business Cases for

SMM and

technology

Organization

design and

resource efficiencies

SMM Benchmark and

Maturity Model Dimensions1

Risk management

Program management

Standard operating

procedures (SOPs)

Technology(s) and integration2

Select suppliers / preferreds

Supplier Relationship

Management (SRM)

KPIs and SLAs

CSR plans (economic,

environmental, social)

Business intelligence /

reports / dashboards

Audits, compliance and fraud

identification

Forecast Meetings

Identify resources

Link business objectives

to desired outcome

Analyze need; design content

Identify method of delivery of

meeting (face to face/virtual)

Budget / Financial controls

Register meeting(s)

Approve meeting(s)

Site selection and

air analysis

Source meeting(s)

Plan and implement meeting(s)

Crisis management

Debrief meeting(s)

Pay and reconcile expenses

Tax reclaim (i.e. VAT)

Report metrics and meeting

ROI

Expense Mgmt. /

ERP System

Virtual Meeting

Technologies3

Make technology a means to a solution; not an end to a solution. Technology should support the organization strategy and enable its processes, not dominate as a

strategy.

Value

Proposition

Strategy

Strategy

● Business alignment

● Stakeholders

● Policy/compliance

● Visibility

Reputation

● Retain customers

● Raise equity

● Win / Win relations

● Ethical behaviors

Strategy

Operations

● Efficiencies

● Business continuity

● Crisis management

● Authorized activities

Strategy

Regulatory

Legal

● Financial

● Regulatory

● Contract

● Insurance/Licenses

Strategy

Information

Technology

● Efficiency

● Confidentiality

● Data availability

● Data integrity

Market ● Customer Service

● Branding

● Diversity

● CSR

Financial ● Savings/cost

avoidance

● ROI

● Fraud

Risk Categories

The above sampling

represents only a few of

the many risks in each risk

category

Reduce Costs/Gain Visibility

Manage Demand

Manage Regulatory/Legal

Requirements

Improve Business Process

Gain Efficiency

Improve Quality

Increase Revenue/ROI

Reduce Risks

Use Right Resource Model

©Debi Scholar 2010.

Hotels, venues, air and ground transportation, AV/production, content, entertainment, food/beverage, and all suppliers for large and small meetings

3These technologies are often managed by the Meetings and Events team

Strategic Meetings Management provides direction for organizations to guide the strategy, operations and tactical activities of meetings and events in

order to improve business processes, quality, and return on investment, and reduce costs, risks and inefficiencies.

[email protected] 908-304-4954

1See

SMMBenchmark.com

Customer

Relation. Mgmt. Regulatory /

Compliance Misc.

databases

63



Meetings Planned by Complexity Level

Complexity

1

Complexity

2

Complexity

3

Complexity

4

Complexity

5

Total # of

Meetings

Professional

Meeting

Planners

129 mtgs. 149 195 115 18 606

Meeting

Planning

Companies -

6 used

84 mtgs. 96 101 65 11 357

Ad hoc

(admins,

coordinators

, etc.)

852 mtgs. 563 249 75 8 1,747

*See Meeting Complexity Factors on www.TEPlus.net

33% of Complexity 2 through 5 meetings

are planned by non-professional meeting planners

Begin to identify the types of meetings you plan, the

complexity of those meetings, and who plans those meetings.



Stakeholder Concerns Stakeholder Concerns

Finance Costs, Savings Information

Technology

Tech impact,

mitigate risks

Human Resources Insourced,

Outsourced,

Organizational

Design

Marketing, Sales Flexibility, improve

market share and

revenues

Procurement Costs, controls,

manage suppliers,

mitigate risks

Travel Group travel impact

and supplier

integration

Legal / General

Counsel

Contractual, mitigate

risks

Training and

Development

Flexibility, enhance

environment for

learning

Real Estate /

Facilities

Incorporate use of

internal facilities

Security Mitigate security

risks, manage crises

Know their goals ...

SMM Category Large Company Small to Mid-Sized

Company

Strategy May be formal and

supported by business

leaders.

May be formal if in

compliance-required

industry. May be more ad-

hoc.

Governance May be centralized

by one full time person, a

group, or outsourced

completely

In addition to the same

choices as the large

organization, a multi-hat

person may be

overseeing role (in

addition to facilities,

cafeteria, etc.)

Scope Could be global or

regional

Could be global or

regional

Policy May have a meeting

policy – separate or

combined with T&E

May have a meeting

policy – separate or

combined with T&E



SMM Differences in Large Companies vs. Small to Mid-Sized Companies


Company

Spend Significant spend Less than large

organization, but still

significant

Risk Significant risk exposure Significant risk exposure

Technology Meeting Management

Technology, end-to-end

functionality, is critical.

Technology is important;

try to avoid buying limited

functionality technology

because of the perception

that end-to-end

technology is not needed.

Registration Hundreds / thousands of

meetings in meetings

calendar

Fewer yet still important

to be captured in

meetings calendar

Approvals Needed, often automated Needed, but often is more

ad-hoc



SMM Differences in Large Companies vs. Small to Mid-Sized Companies


Company

Sourcing /

Procurement

Should strategically source with

preferred suppliers, chain-wide.

Strategically source ancillary

services.

Should strategically source.

If volume does not warrant

preferred chains, then move

market share toward

preferred properties.

Strategically source ancillary

services.

Planning /

Execution

Important, simple to complex Important, simple to complex

Payment /

Reconciliation

Important, prefer on meeting, P-

cards or ghost cards

Important, may not have a

corporate card program in

place yet should standardize

on payment method that

allows most visibility into

itemized spend.

Data Analysis /

Reporting

Important Important

Resource

Model

Insource, Outsource or Hybrid Insource, Outsource or

Hybrid



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Strategic Meetings ManagementProperty of Debi Scholar, permission required for reproduction of any part of this presentation. ©Debi Scholar. 2013 Secrets of Successful Strategic Meetings