The Why Variable: Understanding the Strategic Purpose of Your Meetings

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TheWhy Variable:
TheStrategic
PurposeofYour
Meetings

Jessie States, CMM
Manager, Professional Development
Meeting Professionals International
@Jessie_States
#MPI www.mpiweb.org/join

Four Ls: The Four Lacks

• Lack of
quantification

• Lack of
quantification
• Lack of definition

• Lack of
quantification
• Lack of relevance

• Lack of
quantification
• Lack of relevance
• Lack of purpose

Defining Your Objectives

Step 1: What Led to the Creation of Your Meeting?

Step 3: Define
What Your
Stakeholders
Want

Step 4: Document Expected Outcomes

Talk to Your Event Owners

What Are the Challenges?

• Failure to secure support

• Presumption that event owners are too busy

• Measurement as a professional threat

• Event owners don’t see the strategic purpose

• event owners don’t see the strategic purpose
• Differing agendas among event owners

The Right Questions

Attract new customers to the next event.
Event Owner Objective

Attract new customers to the next event.
Attract 100 new customers to the next
sales event by sending out 500 targeted
emails by May 3 to leads generated
during online webinars and live sales
presentations over the past 12 months.

Show employee appreciation.

Show employee appreciation.
Increase loyalty among staff members by
5% by holding this year’s summit at
Amusement Mountain theme park and
measure loyalty before as a benchmark
and after to demonstrate success.

Sales reports
Delivery reports
Employee turnover reports
Expense reports
Customer retention reports
Employee sat reports
Customer sat reports
Profit/loss reports
Internal Resources

Online survey systems
Third-party research
Research companies
Consultants
Customer Relationship
Management software
Interactive tech
Event applications
External Resources

Numeric averages
(satisfaction ratings)
Counts (# of companies)
Sums (amount earned)
Frequencies (how often a
resource is used)
Percentages (how many
passed a test)
Qualitative Measures

Open responses (surveys)
Individual conversations
(interviews)
Discussions (focus groups)
Unsolicited comments (emails)
Intercepted comments (social)
Quantitative Measures

Output: Sales, Productivity, Shipments,
Applications processed, New Accounts
Costs: Overhead, Budget, Variance
Time: Overtime, Downtime, Processing,
Efficiency, Time to completion
Quality: Waste, Shortages, Defects,
Compliance, Product failure
Common Hard Metrics

Work Climate: Satisfaction, Engagement,
Stress, Grievances
Initiative/Innovation: Creativity,
Suggestions, Partnerships/Alliances
Customer Service: Satisfaction,
Complaints, Retention, Loyalty
Employee Development: Promotions,
Appraisals
Image: Reputation, Leadership, Brand
Common Soft Metrics

• “How could we improve this conference?”
Example Question

• “How could we improve this conference?”
• Thinking specifically about the educational
sessions, what could be done to improve the
content of the sessions, the speakers or the
scheduling?
Example Question

• Start small.
• Use easy-to-define
metrics.
• Consider timeliness.
• Review regularly for
relevance.
• Avoid metrics you can’t
collect.
Best Practices

The Why Variable: Understanding the Strategic Purpose of Your Meetings

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The Why Variable: Understanding the Strategic Purpose of Your Meetings