IACVB  Performance Measurement Initiatives ACME Annual Conference February 25, 2004
IACVB Core Initiative <ul><li>Provide CVBs with proactive, credible & auditable approaches to performance measures. </li><...
Performance Measurement Team <ul><li>To standardize CVB reporting practices by establishing definitions, guidelines, and m...
STANDARD DEFINITIONS  & PERFORMANCE MEASURES
The Challenge <ul><li>CVBs receive the lion’s share of their funding (82%) from public sources </li></ul><ul><li>Unique po...
A Real External CVB Audit <ul><li>“ The [CVB]’s marketing program has not developed or implemented any formal monitoring a...
The Solution <ul><li>Develop an Accountability Mindset </li></ul><ul><ul><li>CVB must be seen as a business by its investo...
Why Standards? <ul><li>Uniform approach for internal/external audits </li></ul><ul><li>Quantitative, management tools to i...
<ul><li>CVB Management & Staff </li></ul><ul><li>Destination Stakeholders </li></ul><ul><li>Government/Funding Entities </...
The Process <ul><li>Started in 2003 </li></ul><ul><li>Initial CVB outreach - Survey </li></ul><ul><ul><li>definitions used...
Results of the Survey <ul><li>Good News </li></ul><ul><ul><li>CVBs at all levels measure their activity and productivity t...
<ul><li>Initial draft recommendations debated at joint PMT/Convention Sales Shirtsleeves meeting during 2003 Annual Conven...
Standard Convention Sales Definitions, Activity & Productivity Measurements
Sales Productivity Standards Criteria <ul><li>Documentation </li></ul><ul><li>Auditable </li></ul><ul><li>Accountable </li...
CVB Implementation Strategy <ul><li>Core Measurements </li></ul><ul><ul><li>Ensures CVBs are consistent in reporting basel...
Recommended Convention Sales Definitions <ul><li>Lead </li></ul><ul><li>Bid </li></ul><ul><li>Tentative </li></ul><ul><li>...
Recommended Convention Sales Activity Measurements <ul><li>Bids </li></ul><ul><li>Tradeshows attended </li></ul><ul><li>Ou...
Recommended Convention Sales Productivity Measurements <ul><li>Leads </li></ul><ul><ul><li>room nights </li></ul></ul><ul>...
Next Steps <ul><li>IACVB Board adopted recommended definitions and core performance measures </li></ul><ul><li>Publicized ...
Next Steps <ul><li>Focus on Convention Sales Supplemental Measures & Special Issues </li></ul><ul><ul><li>CVB Originated v...
Leisure Sales Productivity Measures: Update <ul><li>Three separate areas  </li></ul><ul><ul><li>Definition of a visitor & ...
ROI: Update <ul><li>Incorporate Convention and Leisure Sales Productivity Measures </li></ul><ul><li>Extensive review by m...
IACVB Commitment <ul><li>Providing CVBs with pro-active, actionable approaches to performance measurements will remain a C...
Questions/More Information <ul><li>Ruth Trojan,  Nadler & Associates </li></ul><ul><li>[email_address] </li></ul>
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IACVB Performance Measurement Initiatives ACME Annual Conference

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  • This is where we start getting into the real juicy stuff -- and the potential controversy. How does a bureau measure their sales efforts?
  • END: Bureaus have been around for over 100 years but there is no uniform approach to reporting performance to stakeholders -- as we discovered in our CVB Futures Study (2000). So, current bureau reporting practices are sometimes viewed with skepticism. IACVB Board recommended formation of a PMT so we can take control of this before someone else does it for us -- LIKE…
  • What do they REALLY want to know?
  • Bureaus currently track their efforts in a variety of ways -- using different definitions. We thought the best way to handle this would be to first find out what they’re currently doing.
  • Bureaus currently track their efforts in a variety of ways -- using different definitions. We thought the best way to handle this would be to first find out what they’re currently doing.
  • START: Early on we learned that, to do this right, we needed to get down to the most basic level -- DEFINITIONS! If bureaus are going to compare themselves to other bureaus, we need to make sure everyone is using the same definitions. So these are some of the definitions currently being sought.
  • IACVB Performance Measurement Initiatives ACME Annual Conference

    1. 1. IACVB Performance Measurement Initiatives ACME Annual Conference February 25, 2004
    2. 2. IACVB Core Initiative <ul><li>Provide CVBs with proactive, credible & auditable approaches to performance measures. </li></ul>
    3. 3. Performance Measurement Team <ul><li>To standardize CVB reporting practices by establishing definitions, guidelines, and metrics in order to provide meaningful and useful data. </li></ul>
    4. 4. STANDARD DEFINITIONS & PERFORMANCE MEASURES
    5. 5. The Challenge <ul><li>CVBs receive the lion’s share of their funding (82%) from public sources </li></ul><ul><li>Unique position = external performance audits by local community stakeholders </li></ul><ul><li>Lack of uniform approach to productivity reporting  skepticism with CVB-supplied results </li></ul>
    6. 6. A Real External CVB Audit <ul><li>“ The [CVB]’s marketing program has not developed or implemented any formal monitoring and evaluation procedures or mechanisms to determine the effectiveness of its marketing activities…despite the acknowledged importance of a monitoring/ evaluation system…Instead, [CVB] relies on such VAGUE ideas as the health of the industry and such HAPHAZARD methods as what people tell them. While senior [CVB] officials acknowledged the LACK of a monitoring system, they claim at the same time that the overall success of the [CVB] during the last five years---the increase in visitors and growth of expenditures and tax revenues generated by these visitors---all indicate that the [CVB] marketing program MUST BE WORKING .” </li></ul>
    7. 7. The Solution <ul><li>Develop an Accountability Mindset </li></ul><ul><ul><li>CVB must be seen as a business by its investors </li></ul></ul><ul><ul><li>Account for the effectiveness of the investment </li></ul></ul><ul><ul><li>Establish standard definitions and measures for tracking and reporting CVB sales and marketing performance </li></ul></ul>
    8. 8. Why Standards? <ul><li>Uniform approach for internal/external audits </li></ul><ul><li>Quantitative, management tools to identify organizational strengths, weaknesses and opportunities </li></ul><ul><li>Recognized benchmarks to measure success over time </li></ul><ul><li>Competitive Assessment - How does the CVB compare to other comparable CVBs? </li></ul><ul><li>Serve as a basis for ROI calculations </li></ul>
    9. 9. <ul><li>CVB Management & Staff </li></ul><ul><li>Destination Stakeholders </li></ul><ul><li>Government/Funding Entities </li></ul><ul><li>Consultants & Auditors </li></ul><ul><li>Media </li></ul>Interested Parties
    10. 10. The Process <ul><li>Started in 2003 </li></ul><ul><li>Initial CVB outreach - Survey </li></ul><ul><ul><li>definitions used by CVBs </li></ul></ul><ul><ul><li>activity & productivity metrics </li></ul></ul><ul><ul><li>visitor characteristics </li></ul></ul><ul><ul><li>methods used to track specific variables </li></ul></ul>
    11. 11. Results of the Survey <ul><li>Good News </li></ul><ul><ul><li>CVBs at all levels measure their activity and productivity to some degree </li></ul></ul><ul><li>Bad News </li></ul><ul><ul><li>CVBs use inconsistent definitions </li></ul></ul><ul><ul><li>Activity and productivity metrics measure different things </li></ul></ul><ul><ul><li>‘Data Rich’ but ‘Information Poor’ </li></ul></ul>
    12. 12. <ul><li>Initial draft recommendations debated at joint PMT/Convention Sales Shirtsleeves meeting during 2003 Annual Convention </li></ul><ul><li>Revised draft circulated to PMT, IACVB membership & general public for comment via www.iacvb.org Sept. 2003 </li></ul>The Process
    13. 13. Standard Convention Sales Definitions, Activity & Productivity Measurements
    14. 14. Sales Productivity Standards Criteria <ul><li>Documentation </li></ul><ul><li>Auditable </li></ul><ul><li>Accountable </li></ul><ul><li>Credible </li></ul>
    15. 15. CVB Implementation Strategy <ul><li>Core Measurements </li></ul><ul><ul><li>Ensures CVBs are consistent in reporting baseline metrics </li></ul></ul><ul><li>Supplemental Measurements </li></ul><ul><ul><li>CVBs will expand and enhance their accountability and productivity practices </li></ul></ul>
    16. 16. Recommended Convention Sales Definitions <ul><li>Lead </li></ul><ul><li>Bid </li></ul><ul><li>Tentative </li></ul><ul><li>Booking - hotel event </li></ul><ul><li>Booking - citywide/conv. center event </li></ul><ul><li>Lost Opportunity </li></ul><ul><li>Cancelled Business </li></ul>
    17. 17. Recommended Convention Sales Activity Measurements <ul><li>Bids </li></ul><ul><li>Tradeshows attended </li></ul><ul><li>Outside sales trips </li></ul><ul><li>Clients/Potential clients visited </li></ul><ul><li>Client site inspections </li></ul><ul><li>Fam tours </li></ul><ul><li>Fam tour participants (planners only) </li></ul><ul><li>Telephone call reports </li></ul><ul><li>Direct mail campaigns </li></ul><ul><li>Telemarketing campaigns </li></ul>Note: All Convention Sales Activity Measurements are CORE metrics
    18. 18. Recommended Convention Sales Productivity Measurements <ul><li>Leads </li></ul><ul><ul><li>room nights </li></ul></ul><ul><li>Bookings </li></ul><ul><ul><li>room nights </li></ul></ul><ul><ul><li>attendance </li></ul></ul><ul><ul><li>attendee spending </li></ul></ul><ul><li>Lost Opportunities </li></ul><ul><ul><li>room nights </li></ul></ul><ul><ul><li>reason for loss </li></ul></ul><ul><ul><li>attendee </li></ul></ul><ul><ul><li>attendee spending </li></ul></ul><ul><li>Cancellations </li></ul><ul><ul><li>room nights </li></ul></ul><ul><ul><li>reason for loss </li></ul></ul><ul><ul><li>attendee </li></ul></ul><ul><ul><li>attendee spending </li></ul></ul><ul><li>Number of leads per tradeshow attended </li></ul>Note: All Convention Sales Productivity Measurements are CORE metrics <ul><li>Tentatives* </li></ul><ul><li>* Status being refined </li></ul>
    19. 19. Next Steps <ul><li>IACVB Board adopted recommended definitions and core performance measures </li></ul><ul><li>Publicized to IACVB membership and key industry partners through communication and education efforts </li></ul><ul><li>Standards have been submitted to APEX for inclusion </li></ul><ul><li>Review & recommend supplemental convention sales productivity metrics and special issues </li></ul>
    20. 20. Next Steps <ul><li>Focus on Convention Sales Supplemental Measures & Special Issues </li></ul><ul><ul><li>CVB Originated vs. Assisted Business </li></ul></ul><ul><ul><li>New & Repeat Business </li></ul></ul><ul><ul><li>Sales Conversion Ratios </li></ul></ul>
    21. 21. Leisure Sales Productivity Measures: Update <ul><li>Three separate areas </li></ul><ul><ul><li>Definition of a visitor & key visitor statistics </li></ul></ul><ul><ul><li>Group sales activity & productivity measures </li></ul></ul><ul><ul><li>Consumer sales activity & productivity measures </li></ul></ul><ul><li>Initial recommendations under review </li></ul><ul><li>Enlist the Tourism Committee for input </li></ul><ul><li>Recommendations slated for July 2004 IACVB Board of Directors meeting </li></ul>
    22. 22. ROI: Update <ul><li>Incorporate Convention and Leisure Sales Productivity Measures </li></ul><ul><li>Extensive review by membership and industry partners w/expertise in CVB ROI </li></ul><ul><li>Results will be completed end of 2004 </li></ul><ul><li>Provide CVBs with tools to measure value to community & stakeholders </li></ul>
    23. 23. IACVB Commitment <ul><li>Providing CVBs with pro-active, actionable approaches to performance measurements will remain a CORE initiative for IACVB. </li></ul><ul><li>Check www.iacvb.org for updates on its Performance Measures Initiative </li></ul>
    24. 24. Questions/More Information <ul><li>Ruth Trojan, Nadler & Associates </li></ul><ul><li>[email_address] </li></ul>

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