Synergy within the CTD and SMMP Presented By: Cheryl Hoffard, Manager of Travel & Meetings, The Schwan Food Company Cynthia Thompson, Travel Manager, Academy.

Synergy within the CTD and SMMP

Presented By:

Cheryl Hoffard, Manager of Travel & Meetings, The Schwan Food Company

Cynthia Thompson, Travel Manager, Academy Sports + Outdoors

Lisa Palmeri, Sr. Director SMM Professional Services, Cvent

Differences Between Travel and Meetings

Overview of Strategic Meetings Management & Company Profiles

Common SMM Myths

Questions and Answers

Learning Objectives

GBTA Defines SMMP as:

Management of enterprise-wide meeting-related processes, spend, volume, standards and suppliers to achieve quantitative cost-savings, risk mitigation and superior service. Includes matching department goals to corporate values/objectives and using data consolidation and reports to enhance the strategic nature of meetings.

What is Strategic Meetings Management?

Top 4 Reasons:

Visibility

Savings

Risk Mitigation

Increased Efficiency

Why Consider SMM?

No monitoring or visibility into meeting spend

Decentralized meetings management process

Data is held in disparate silos

Limited ability to leverageall spend in negotiations

Time-consuming process

Unlimited risk and liability

Central oversight and tracking of meeting activity and spend

Consistent platform for meetings management process(es)

Data captured in one repository

All-inclusive spend data yields stronger position in negotiations

Enhanced efficiency

Mitigated or contained risk

Current State: SMM Opportunity:

SMM: An Overview

18,000 employees, Frozen Food Company – Manufacturing, privately held, Revenue of $3B

Key Program Objectives & Regulatory Requirement Considerations (if applicable)

Reduce contractual risk, gain better control of meeting data, maximize purchasing power with travel, increase quality and consistency of results

Definition of a Meeting (or Event)Policy does not apply to meetings/events held in a company facility for which no airline and hotel reservations are required.

SMMP Launch Date 2002

Meetings Team Size 3 Total: 2 Business Meeting Specialists plus myself

Expected # of Meetings Captured 100 per year – all external meetings (outside of our

company facilities)

Actual # of Meetings Captured 100 per year – most likely more and still trying to

lasso those cowboys

Meeting Policy Type Mandated

Program Scope US

21,000 employees, 160 stores, Sports retailer, currently privately held, Revenue of $5 Billion

Key Program Objectives & Regulatory Requirement Considerations (if applicable)

• Contractual consistency • Align meeting and travel data• Leverage purchasing power with travel• Maintain quality control

Definition of a Meeting (or Event)Meeting/Event is defined as “any venue contracted for the purpose of corporate or store meeting/events outside the corporate meeting space”

SMMP Launch Date May 2008

Meetings Team Size2 Total = 1 travel/meeting clerk and 1 CMP

Expected # of Meetings Captured200 meetings outside corporate offices

Actual # of Meetings Captured200 meetings outside corporate offices

Meeting Policy Type Mandated

Program Scope US

Differences Between Travel and Meetings

Questions and Answers

Agenda

Common SMM Myths

Overview of Strategic Meetings Management & Company Profiles

Comparison of Travel & Meetings Programs

Aspect Travel Meetings

Policy & Compliance - Both contain some logistical content

Travel policy has more absolutes with few exceptionsEasier to enforce compliance

Meeting policy has more variables and exceptions, focuses on compliance to regulatory/duty of care requirements

Technology - Both have an element of process automation & online options

Online booking tools, preferred hotel bidding solutions

Sourcing, budgeting, and attendee management

Data Management and Reporting - Both require it for program measurement

Has established and standardized benchmark (ADR’s, ATP’s) reports, source is primarily GDS

No Meetings GDS, data management more difficult, coming from multiple sources, no standardized benchmarks, event and cross-event level

Suppliers - Both oversee hotel and technology

Oversees air, car, GDS Oversees DMC’s, audiovisual/production, restaurants, transportation

Payments - Similar payment vehicles

System of record is expense management tool

No singular system of record for meeting expenses, added complexity of individual vs. central billed, higher expenditures require approvals

Comparison of Travel & Meetings Programs

Aspect Travel Meetings

Change Management – Prevalent in both

Resistance by individuals to policy has an impact on an individual trip costing no more than a few thousand dollars

•Fear of losing the fun/creative part of their job and the perks•Fear of jeopardizing long-standing vendor relationships•Resistance to policy has an impact to a meeting costing as much as 5 to 6 figures

Stakeholders – Overlap but roles are distinctly different

•Travelers are concerned about the duration and comfort of a trip•Travel Managers are concerned about overall program effectiveness, supplier performance, and duty of care for traveler/employee safety

•Meeting Owners – meeting effectiveness, safety and comfort of all attendees, some of which are customers•Sr. Management - duty of care and regulatory compliance•Procurement - sourcing and contracting practices and cost•Meeting Planners - for the meeting’s overall success and supplier performance

Aspect Travel Meetings

Contracts – Similar vendors

•Travel provider contracts are managed at a high level, usually no more than annually, many are multi-year deals•Only the Travel Manager or Procurement can execute contracts, often with legal oversight

•Contracts necessary for most meetings and events, usually multiple contracts per meeting to different types of vendors (hotel, DMC, ground transport, event production companies)•Contracts executed without legal oversight•Terms and conditions are very specific to the nature of meetings – liability insurance, cancellation/attrition

Booking Processes – Similar when meetings have a pay on own aspect

•Buyer is an individual buying for themselves•Travel buyer is less sensitive about the quality of the trip •It’s a commodity buy with limited options and suppliers offering the same things

•Buyer booking a meeting on behalf of many attendees•Buyer is very concerned about the quality because the meeting impacts many people, many of whom could be customers•Not a commodity because the quality and creativity of the suppliers impacts the attendees’ experience

Comparison of Travel & Meetings Programs

Risk Management

Self-regulation & Duty of Care:Compliance with industry imposed regulations, accounting and procurement standards, information privacy and security, public scrutinyDuty of care applies to attendees’ safety, security and safeguarding the company’s image and reputationFed, state & local laws: Sarbanes Oxley, Sunshine Act, Foreign Corrupt Practices Act, Financial Industry Regulatory Authority…

Differences Between Travel and Meetings

Questions and Answers

Agenda

Common SMM Myths

Overview of Strategic Meetings Management & Company Profiles

Not-for-profit Organization

Started with Meeting Registration and Sourcing Process

Implemented first phase in 8-10 weeks

Initial meeting process was simplistic with gatekeeper oversight

Phased in additional SMM components

Introduced budgeting last after other components were well established

Planners were able to appreciate benefits of program before rolling out the final budgeting phase

SMM Myth 1

Myth 1: It’s too complex and

hard to implement.

Fact: By identifying a clear path, logical phases, a clearly defined project scope, and taking it one component at a time, SMM can be a straight-forward process. Avoid the urge to over-engineer.

Myth 1: It’s too complex and hard to implement.

SMM Myth 1

Large technology and defense contractor, over $10B in revenue Initiative Lead sold the initiative from the bottom up

Organized representatives from each division on steering committee

Comprehensive, multi-pronged communication campaign

Meetings > $5K or that require a contract are reviewed. All other meetings are registered for tracking purposes, but are auto approved

BU Administrator evaluates the contracting needs and either sources it themselves or returns it to the requester to source.

Requesters are allowed to plan their meetings

SMM Myth 2

Myth 2: It threatens my job.

Fact: If anything, an SMMP that takes the risk of planning meetings out of the hands of occasional planners (those not well-versed in event contracting or regulatory compliance) will protect their jobs. Even inadvertent policy breaches due to a lack of awareness in the areas of contracting or regulatory compliance are often grounds for disciplinary action.

Myth 2: It threatens my job.

SMM Myth 2

Mid-sized third party meeting management company

Tasked with implementing and maintaining SMMP’s for clients of all sizes

Implemented meetings registration process that could be easily replicated

Created actionable reporting package that was easy to “customize” for clients

Sourcing, planning, budgeting and reporting all integrated into one seamless process

Program components could be pared down for smaller firms

SMM Myth 3

Myth 3: It only works for large organizations.

Fact: SMM best practices, such as centralized meeting registration, strategic sourcing and attendee registration management, can benefit any size/type of organization. Even if only the meeting registration process is centralized, the visibility and risk mitigation benefits to the organization are significant

Myth 3: It’s only works with large organizations.

SMM Myth 3

Synergy within the CTD and SMMP

Questions and Answers

Thank you!