Meeting News - November 19, 2007 - (Page 34)

MN Outlook 2008 By Rayna Katz S Planners Profile: 44% of planners spend less than 25% of their time on meeting planning tasks ongs have been sung about it, comedy acts based on it, and battles waged over it. We’re talking about respect, a universally sought value, and yet meeting planners aren’t getting enough of it as they head into 2008. That’s the finding of MeetingNews’ Outlook 2008, where the second biggest concern of respondents was executives’ perception of the value of meetings and events. However, on the positive side, this issue isn’t enough of a concern for spates of planners to ready their resumes—a mere 5 percent of survey respondents said job security is their biggest worry. Having job security and feeling personally valuable to an organization, however, can be two very, very different things. “A lot of planners have other functions, too, so perhaps meetings aren’t seen as valuable to the culture of their organizations,” said Rebecca Roberts, conference director of Underwater Intervention, an event co-sponsored by the Association of Diving Contractors International, in Houston. Added Pat Hastings, director of meeting activities at the Materials Research Society, in Warrendale, PA, “Generally speaking, there is not enough emphasis on the connection between the meeting Career Concern: Executive Scrutiny executive [Hastings’ term for a planner who goes beyond logistics] and return on investment,” implying that organizations may not understand the value of the planner until the individual specifically shows the connection. 34 MeetingNews November 19, 2007 37% of planners face increased scrutiny on the value of meeting programs To resolve that issue, Hastings, and other meeting buyers, suggested a number of ways that planners can demonstrate their value when the corner office comes knocking in 2008. “Take the last hotel contract you negotiated and quantify the value received,” said Hastings.“For example, show how the rates compare to what other groups that met at the same time paid.” That information could be hard to locate, but a thorough search of relevant websites, such as a —Pat Hastings, director of meeting activities, local CVB, convention center, Materials Research Society or the group itself, should turn up the goods. Or, planners may actually consider networking with suppliers and other planners to get the hard numbers. Another tactic Hastings suggested is to quantify the value of the comps and other concessions you received through negotiating.“A meeting deal I once negotiated put $100,000 directly on the bottom line. That got attention.” But it’s not all about the bottom line. For Roberts, demonstrating the qualitative benefits of meetings to superiors is also a valuable way to show worth. She shares attendee and exhibitor post-event surveys with executives, and proposed that other planners give executives the chance to partake in one of the greatest benefits of meetings: networking. “I would incorporate a module that puts executives together exclusively and gives them good discussion topics. If they’re with their peers—and there’s an understanding that it’s business first, pleasure later—they will see the value, and you can say ‘this is what your people need.’” However, executive scrutiny plays an important role, and meeting planners who can’t show the value of their meetings to the bottom line, may be mandated to step out of their comfort zone and change their approach. For example, executives at associations or corporations that have shifted away from participating in (or the staging of) large trade shows in favor of private client events or tabletop events may not be easily convinced of the value of meetings or of those who make them happen—despite the fact that the planner may be able to negotiate amazing group rates. Yvette Remschel, business development and exhibits director at the Dallas Human Resources Management Association, actually sees this particular shift as a trend to watch for in 2008, and thus said to be extra prepared to demonstrate the value of a large event. “Organizations are looking to see what will give them the most bang for their buck, and sometimes having large meetings can’t compare to one-to-one meetings with customers. “At a small customer event, you have a captive audience, whereas if you’ve scheduled a one-on-one meeting during an industry trade show, you are competing with your competitors—and for the client’s time,” she said.“Plus, it’s hard to build a relationship with hundreds or thousands of people in the room or exhibit hall.” Contact Rayna Katz at rayna.katz@nielsen.com emphasis on the connection between the meeting executive and return on investment. Take the last hotel contract and quantify the value. Generally “there is notspeaking, enough ” www.meetingnews.com http://www.meetingnews.com

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Meeting News - November 19, 2007

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