Mais conteúdo relacionado Semelhante a Getting “Buy-In” for a Strategic Meetings Management Program (SMMP) (20) Getting “Buy-In” for a Strategic Meetings Management Program (SMMP)2. Bios
Mark Hubrich, SignUp4
• Vice President of Client and Industry Relations
• Technology entrepreneur with over 13 years of software development
• Guest lecturer on meetings technology at Univ. of North Carolina
Charlotte & Kennesaw State University
• Meeting Industry Ambassador with GaMPI
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3. WHAT DOES “BUY IN” IMPLY?
CONVINCING YOUR STAKEHOLDERS
CHANGING WAYS
GAINING APPROVAL & SUPPORT
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4. HOW IS “BUY IN” DEFINED?
‘In management and decision making, buy-in
signifies the commitment of interested or affected
stakeholders to support a decision, often by being
involved in the formulation.’
Source: Wikipedia
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5. WHO NEEDS TO “BUY IN”?
EXECUTIVE SPONSORS
MEETING SPONSORS
MEETING & EVENT PLANNERS
MEETING ATTENDEES
FINANCE
PROCUREMENT
LEGAL
RISK MANAGEMENT
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6. 15 DOS & DON’TS
OF
GETTING “BUY IN”
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8. SOCIALIZING SMM
LEARN UNIQUE
STAKEHOLDER NEEDS
IDENTIFY PAIN POINTS
WHERE
POSSIBLE, RESOLVE
ISSUES
LISTEN! LISTEN! LISTEN!
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10. ASSEMBLE AN ADVISORY COUNCIL
ESTABLISH BUSINESS
REQUIREMENTS
ADDRESS CONCERNS
AGREE ON POLICY
CONSENSUS ON
BUSINESS MODEL
ONGOING SUPPORT
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12. EDUCATING & LEARNING
JOIN & GET ACTIVE IN
INDUSTRY ASSOCIATIONS
FOLLOW UPDATES IN THE
MARKETPLACE
READ, ABSORB, QUESTION
DRAW ON THE
EXPERIENCE OF OTHERS
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14. TAKE A STAGED APPROACH
BEGIN WITH GETTING THE
MEETINGS REGISTERED
PROCUREMENT REVIEW OF
CERTAIN CONTRACTS
STANDARD FORM OF
PAYMENT
USE OF PREFERRED
SUPPLIERS
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16. COMMUNICATE EFFECTIVELY
ESTABLISH EXPECTATIONS
FOR PERIODIC UPDATES
BE CLEAR & CONCISE
ENCOURAGE FEEDBACK &
DISCUSSION
KNOW YOUR AUDIENCE
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18. CAREFULLY PLAN YOUR TIMELINES
BE REALISTIC
CONSULT THOSE WHOSE
DELIVERABLES ARE SEPARATE
FROM YOURS
BUILD IN TIME FOR
UNEXPECTED DELAYS
CONSIDER THE IMPACT OF
VACATIONS & HOLIDAYS
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20. PROPOSE A BUDGET ALLOCATION
PROJECT MANAGER
ADDITIONAL INTERNAL &
EXTERNAL RESOURCES
EDUCATION
TECHNOLOGY
TRAVEL
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22. IDENTIFY YOUR BEST DATA SOURCES
ACCTS. PAYABLE/CREDIT
CARDS/PROCUREMENT/
FINANCE/TRAVEL/PURCHASE
ORDERS
OFFLINE DATA FROM
INTERNAL GROUPS
SUPPLIER REPORTS
INDUSTRY BENCHMARKS
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24. PROJECTING THE RESULTS
BE CONSERVATIVE
GIVE THE PROGRAM TIME TO
OPERATE & STABILIZE
ESTABLISH REALISTIC
EXPECTATIONS
PROJECT A 3 - YEAR VIEW
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26. OVERALL PROGRAM VALUE
RISK MITIGATION
CROSS-FUNCTIONAL
COLLABORATION
LEVERAGING COSTS &
CONCESSIONS WITH
PREFERRED SUPPLIERS
STREAMLINING OPERATIONS
WITH TECHNOLOGY
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28. REPORT CLEARLY & CONCISELY
KNOW YOUR AUDIENCE
CHECK & RE-CHECK YOUR
FACTS
MAKE IT EASY TO FOLLOW
HAVE A COMPELLING STORY
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30. ALIGN WITH BUSINESS GOALS
TIE THE PROGRAM TO TOP &
BOTTOM LINE GOALS
INCREASED SHAREHOLDER
VALUE
COMPETITIVE EDGE
OPERATIONAL EXCELLENCE
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32. DEMONSTRATE A CLEAR PLAN
EXHIBIT A BROAD PLANNING
PERSPECTIVE
DISPLAY THOROUGH
SCOPING
SPECIFY CRITICAL CONCERNS
BE READY TO ANSWER
TOUGH QUESTIONS WITH
CONFIDENCE
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34. EARN A POSITION OF PRIORITY
PROVIDE A COMPELLING
RATIONALE TO MOVE
FORWARD
PROVIDE CONSEQUENCES OF
DELAYING THE PROJECT
SHOW THE POSITION OF
YOUR COMPETITORS IN THIS
SPACE
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36. CLOSE THE DEAL
GENERATE INTEREST &
EXCITEMENT
GET YOUR STAKEHOLDERS
ENGAGED
SHOW THEM WHAT’S IN IT
FOR THEM (WIFM)
GET APPROVAL
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