ICCA 2008 Victoria - Grimmer - Compare, Copy 2008... · Microsoft PowerPoint - ICCA 2008 Victoria - Grimmer - Compare, Copy Author: icca staff Created Date: 11/7/2008 12:03:29 AM

International Congress and Convention Association www.iccaworld.com

Benchmarking47th ICCA Congress & Exhibition

November 3, 2008

International Congress & Convention Association

Definition

• Best Practices

• Comparison driven evaluation

• Assessing relative performance

– Time

– Cost

– Quality

– Quantity

– Productivity

– Revenues

– Profits

– Efficiency


Productivity

• Most common form of benchmarking

• Quantity / Time

– 4 units per hour

– 50,000 delegates per year

– Annual occupancy (hotels notcentres/CVBs)

– ADR or average price per SQM sold

– REVPAR or revenue per SQM

– $12 million per year profit or loss

• But at what cost?


Efficiency

• Less common form of benchmarking

• Cost / Quantity

– CPU

– Cost per delegate produced

• Benefit / Cost

– ROI

– Current Value Delegate spend / Costof Sales

• Quality / Quantity

– Success or Failure rates

– Conversion or bid loss ratesInternational Congress and Convention Association www.iccaworld.com

Strategic Management


Balanced Scorecard – StrategicPlanning and ManagementSystem (Kaplan & Norton)


Discussion on Possible ICCABenchmarking Projects for CVBsand Convention Centres


Destination Comparability

• Funding levels

• Personnel

• Air service

• Major venue space

• Hotel rooms

– Total, size, class, location

• Accommodation rates

• % business derived from MICE


Rooms in Relation to Venue

1

3 KM

5 KM

8 KM

10 KM600

800

400

7,600 rooms (12 hotels) in 6 KM catchment13,400 rooms (30 hotels) in 10 KM catchment

Room Clusters

1000 1200

200

5,000 rooms (6 hotels) in 3 KM catchment

Financial Benchmarks

• Bureaus– Average fees per member

– Public vs Private funding ratios

• Centres– Profitability to utilization ratios

– Costs and revenues per RSM

– Costs and revenues per PAX (occurring)

– Govt subsidy as % of revenue & RSM

• Both– Cost per delegate won (future business)

– Won business value vs investment

– Operating cost ratios

– Cost per staff member


Customer Benchmarks

• Bureaus

– Client or member services offered

– Destination service ratings

• Centres

– Contract policies

– Move in / Move out policies

– Venue service ratings

• Both

– Venue finder on website

– RFP system on website

– Budget for delegate boosting


Internal Process Benchmarks

• Bureaus– Won room nights per sales person

– Won room nights per room available

– Destination market share & fair share

– Ratio of members to population

• Centres– Venue occupancy

– FTE per RSM and per PAX

– Risk management

• Both– Won business to rentable space ratios

– Won Delegates per sales person

– Delegates occurring per plenary seat

– ROI evaluation procedures


Learning & Growth Benchmarks

• Both

– Research programs and investment

– Training / personnel cost ratio

– HR policies and procedures

– Work environment

– Internal communications

– Benefits / recognition / rewards

– Morale monitors

– Staff retention rates

– Membership in marketing alliances


Benchmarking Benefits

• Information based decision making

• Credibility – independent standards ofmeasurement

• Evaluate under AND over investment

• Efficient sales and marketing, improved ROI

• Information for efficiency improvements

• Evidence to back up budget requests

• Facts to improve competition analysis

• Comparative data for planning

• Effective goal setting

• Track innovation


Thank you!47th ICCA Congress & Exhibition

November 3, 2008

International Congress & Convention Association

ICCA 2008 Victoria - Grimmer - Compare, Copy 2008... · Microsoft PowerPoint - ICCA 2008 Victoria - Grimmer - Compare, Copy Author: icca staff Created Date: 11/7/2008 12:03:29 AM

Documents