1.
Gaining Definitive Control
of your Strategic Meeting
Management Program
Rogue Travelers are Bad, But,
Rogue Meeting Planners are Worse

2.
Going Rogue…
a true story

3.
Travel / Meeting Ecosystem is
Changing – AGAIN!
Travelers are changing, travel
suppliers are changing, travel itself
is changing, and the world is
changing - economically and
geopolitically
And, meetings / event management
is changing
Therefore, Corporate Meeting
Manager skill sets must change too!

4.
Strategic Meetings Management (SMM) is the enterprise-
wide management of all meeting-related functions with the goal of
achieving business objectives such as savings, risk mitigation and
improved service. Source: GBTA
SMM
FREQUENCY
COMPLEXITY
Road Shows
Seminars
Workshops
Trainings
Forums
Banquets
Conferences
Fundraisers
Galas
Expos
Exhibitions
Conventions
Symposiums
LowHigh
Low High

5.
Role of the
Meetings Manager
•Protect the corporate reputation
•Contribute to shareholder /
investor value
Priority #1a & 1b

6.
Role of the
Meetings Manager
Ensure compliance &
governance and manage risk
Priority #2
Compliance
Laws
Rules
Regulations
Directives
Policy
Governance
Code of Business Conduct
Audit
FCPA
Risk
Duty of Care
Risk Oversight

7.
Role of the
Meetings Manager
Enhance Employee Capital
Priority #3
• Time
• Productivity
• Duty of Care (Safety & Security)
• Communication

8.
Role of the
Meetings Manager
Be the Meeting SME
Priority# 4
• Run your department in a
professional manner
• Ensure your department
strategy is aligned with the
corporate strategy
• Implement effective management
and operational controls

9.
Relentlessly Control Expenses
• Closely manage your
department’s P & L
• Know your business and
your numbers
• Utilize effective KPI’s and
Business Intelligence
• Develop plan-oriented budgeting
• Track, measure, quantify and report
Role of the
Meetings Manager
Priority# 5

10.
So, what does an out-of-control, $800,000-plus
meeting in Las Vegas get you?
Congressional Investigation and the Loss of Your Job

11.
Developing & Managing
A Successful
Meetings Policy

12.
Objective
Manage the Corporate meetings function through a smart, responsible, and
disciplined approach to Strategic Meetings Management
Overall Goal
Develop a clear, concise Strategic Meetings Management policy that serves
the internal customer, and protects the corporate reputation and shareholder
value
Key
Fundamentals
Manage compliance and governance, control and contain all meeting spend
elements, and ensure meeting attendee safety and security (Duty of Care)
Process
Identify internal meeting demand drivers, involve SME’s and key
stakeholders, write the policy, gain executive endorsement, and implement
Strategic Meeting Management
Policy Landscape

13.
1. Executive endorsement – and approval
2. Mandatory use of the Meetings Department – clearly delineated
3. Covers all areas of meeting spend control
4. Clear communication of the Meeting Policy
5. Strong commitment of meetings management excellence
to internal customers
6. Internal processes for meetings management
7. Clearly defined channels of communication for all meetings
8. Spend management – budget versus actual, and
approved change orders
9. Post-meeting assessment – Reporting, financials, customer
feedback and satisfaction
Best Practices of a
Clearly Defined Meeting Policy9

14.
Key Elements of a SMM Program
• Strong Strategic Meeting Policy
• Meeting Budget (Pre-Packaged
Pro-Forma)
• Sourcing Strategy Plan
• Technology (Cvent)
• RFP
• Duty of Care
• Negotiations
• Contract (Template)
• Meeting Management Process
• Reconciliation/Reporting
• Enhanced Meeting Detail
• Communications
• Notes
• SME Assignments
• Negotiation Documentation
• Budget (Actuals vs Budget)
• Contract Management
• Meeting Plan
• Post Meeting Results Review
Drives
Expanded
Meeting
Planning
Documentation
Key Elements Meeting Playbook

15.
Non-Professional vs. Professional
Internal Rogue Meeting Planners
Fiefdoms
SMM Team
The Great Disrupters
• Diverse Corporate Groups
• Success Management (Claim to Fame)
• You don’t know what we do, or need
• We can do it cheaper (Right!!!)
• We can do it faster (Ouch!!!)
• We have existing relationships that we
don’t want to loose (can you say “gifts
and gratuities”)
• We have fun doing it (AKA vacation)
• We use technology (PP Excel)
• Cohesive Structured SMM Team
• Success Management (Professionals)
• Compliance and governance
• Risk mitigation
• Business Intelligence
• Budgets and spend visibility
• Leverage spend to control expenses
• Reporting
• Post meeting review based on true, pure,
transparency
• Strong Contractual Agreements
• Cutting Edge Meeting Technology (Cvent)
SMM

16.
Synchronizing People,
Venues and
Quality Processes

17.
Technology
Incrementalization is innovations worst enemy! You don’t want
continuous improvement, you want radical change.
Wal-Mart ISD
Use technology to your benefit

18.
Technology
Incrementalization is innovations worst enemy! You don’t want
continuous improvement, you want radical change.
Wal-Mart ISD
Use technology to your benefit

19.
Budgeting
Develop a pro-forma budget template
• Utilize your SME’s – including travel
• Account for all meeting expense categories
Develop a budget for each meeting
• Use historical business intelligence
• Gain budget approval before signing any contracts/agreements
• Hold suppliers accountable for budgets
• Manage change orders
• Closely track all expenses to the approved budget
Perform a post-meeting assessment and budget reconciliation
• Stakeholder
• Management Leadership
• Savings driven
Top Categories for
Meeting Expenses
• Accommodations
• Food and Beverage
• Audio Visual
• Bar
• Gratuities
If you don’t control your expenses,
you’ll go out of business.
David Glass – Former CEO, Wal-Mart Stores, Inc.

20.
Negotiations
• Everything is negotiable
• Be a tough – but fair – negotiator
• Clearly delineate your meeting requirements and objectives to the venue
• Maintain an arms length relationship with suppliers / properties / venues
• Always consider 3 – 5 venues for each meeting / event
• Never project your emotions when viewing properties – don’t reveal your position
• It’s not embarrassing to walk away from negotiations – you have a fiduciary
responsibility to control the corporate dollars
• Use your SME’s - to your advantage
• The lowest bidder is not necessarily the best choice
Know your suppliers better than they
know themselves and their business.
Preparation is the key to success.
Duane C. Futch

21.
Duty of Care
• Embrace Duty of Care
The moral and legal obligations of employers to their employees,
contractors, volunteers and related family members in maintaining their well-
being, security and safety when working,
posted on international assignments or working in remote areas of their
home country.
Definition provided by International SOS.
• Americans with Disabilities Act
• Required licenses and permits are governed by State, and local laws
• Business Licenses
• Certificate of Occupancy
• Health Department – Retail Food
• Liquor Licenses – Retail Sales
• Employee Identification
Number (EIN)
• Sign Permits
• Pyrotechnics
• Cannabis Use Permit

22.
Some Serious Suggestions
Don’t fall for the site visit – take your time and don’t be
rushed
Don’t believe anything the sales team says – verify
and validate
Take copious notes of all conversations with suppliers
Ask the tough questions, Remember, you represent
the Company
Get everything in writing – and into the contract

23.
Welcome to Sierra Inn
Minot, North Dakota

24.
Meeting Leadership Realities
Manage your business in a disciplined, innovative,
and compliant manner – it’s about attention to detail
Have a great mentor and knowledgeable SME’s
expertise and guidance
Broaden your skill sets – get educated, continuously
Differentiate yourself – especially from
any predecessor
Trust your team – they are your most valuable asset

25.
Questions?

26.
Duane C. Futch
Executive Vice President
Partnership Travel Consulting, LLC
duane@partnershiptc.com
479-531-6642

27.
Thank You