Travel Meetings amp Procurement Shared Success Through Thoughtful Collaboration Upstate NY GBTA and MPI Education Networking Dinner 2016 Amy Schuerman Associate Program Manager CWT MampE ID: 602132
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The Grand Convergence: Travel, Meetings, & Procurement
Shared Success Through Thoughtful Collaboration
Upstate NY GBTA and MPI Education Networking Dinner 2016Amy SchuermanAssociate Program Manager, CWT M&E
April 14, 2016
Rochester, NYSlide3
VisibilityAccountabilityAttention to Detail
SMM primerBrainstorm the perspectives of managers in travel, meetings, procurementMyth bustingShared business objectivesKey factors for mutual success Stakeholder EngagementProgram Marketing Focus
OBJECTIVESSlide4
VisibilityAccountabilityAttention to Detail
PassionCreativityDelightStrategic 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 aligned with the organizations’ strategic goals / vision, and deliver value in the form of quantitative savings, risk mitigation, and service quality. What is Strategic Meetings Management?Slide5
VisibilityAccountabilityAttention to Detail
INFRASTRUCTURE TO DELIVERSavingsRisk mitigation/managementComplianceTransparencyQuality serviceValueROISlide6
VisibilityAccountabilityAttention to Detail
PassionCreativityDelightWHAT IT ISEnterprise-wide
solutionSingle program per companyBased on sound business principlesDriven by strategy reflected in policyAligned with goals/vision of the organizationCustomized to corporate cultureMulti year/phased process driven by continuous improvementOther?Slide7
WHAT IT IS NOTOne size fits allMeetings “Consolidation”
A single planner/group of planners becoming strategic about their eventsStrategic Meeting Planning & DeliveryMeeting ArchitectureJUST Meeting procurement/sourcingOther?Slide8
CURRENT STATE OF SMMSlide9
Long ago and far away . . . The birth of SMMSlide10
Corporate Meetings Market over $264BFocus shifted to any “unmanaged” spend in mid 1990’s and T&E identified as third largest controllable expense
Meetings spend is fragmented and decentralizedData/Benchmarking availableIllustrate value of meetings as an investment in business successRegulatory issuesSafety and Security WHY MEETINGS NOW?Slide11
VisibilityAccountabilityAttention to Detail
The Grand ConvergenceProcurement Slide12
Our Goals Are At Odds
What is your perspective? Who are you in the mix?Come to the table with understandingAcknowledge potential road blocksOur goals are also the same………Slide13
VisibilityAccountabilityAttention to Detail
REALITY 101: GOALS AT ODDSTravel ManagementDrive business to preferred partners repeatedlyTravel is travel – even for meetings
Provide rolled up data/reportingLimited meetings industry knowledgeFocus is on traveler safety and securitySlide14
REALITY 101: GOALS AT ODDSProcurementStandardize/homogenize
Reduce risk/costMeetings as a commodityLimited travel and meetings industry knowledgeLimited in procuring meeting service categoriesSlide15
REALITY 101: GOALS AT ODDSMeeting Planners
Unique/creative meetingsSubjectivity can be rewardedHigh level of ownership Previously not engaged in enterprise solutionsLimited business travel knowledgeLegacy successSlide16
BRIDGING THE GAP
TravelProcurementMeetingsHOW DO WE WORK TOGETHER TOWARD COMMON STRATEGIC GOALS?Slide17
Reality 101: We Have Shared Objectives
There are many myths that exist related to Travel, Procurement, and Meetings. Our shared objectives remove objections.Slide18
SHARED OBJECTIVESSlide19
SMM becomes a part of the fabric of your corporate services/structure
SMM wins are also business winsImproved policy enforcement and complianceIn
times of crisis, the value of a managed program is demonstrable with dataProgram advocates will support program’s value proposition and will be vested in successMeetings/events will be respected alongside marketing and sales as key drivers of business successProtection of brand reputationSECURING ALIGNMENTSlide20
Stand alone projects are easier to cut
Program may be seen as “nice to have” but not necessaryEnforcement of policies will be minimal
Chances of duplication of efforts is highUncoordinated work may lead to dilution of leverage and increased riskWITHOUT ALIGNMENTSlide21
5 E’s of Mobilizing Internal StakeholdersSlide22
MOBILIZING INTERNAL STAKEHOLDERS
5 E’s of Stakeholder MobilizationSlide23
Senior management
Every stakeholder and customer that cansupport your effortst
hwart your effortsBe impacted by your effortsENGAGELong engagements are preferable . . . Slide24
Ideas
Mutual value relationship (WIIFM / WIIFY)DataKnowledgeGlory
Lessons learned EXCHANGEShare the knowledge, share the love. . . Slide25
Success at other companies and your own
Processes and policies that already work wellNetwork with industry associatesIdentify similar corporate culturesShare your successes
EMULATEBeg, borrow and steal ideas. . . Slide26
EDUCATE
Keep each other in the loop. . . Slide27
Increase
s cost efficienciesQuality gainsMaximizing resource allocationBenchmark success
Repeatable resultsDelighted stakeholders and customersEXCELCelebrate each anniversary. . . Slide28
“One person's craziness is another person's reality.” -
Tim Burton
“What we see depends mainly on what we are looking for”- John Lubbock “People who look through keyholes are apt to get the idea that most things are keyhole shaped.” - Author Unknown