Getting “Buy-In” for a Strategic Meetings Management Program (SMMP)

  • 330 views
Uploaded on

Join guest presenter Peggy Hemphill of Your Corporate Source for the must-have best practices to achieve SMMP adoption. An SMMP creates a number of challenges, which begin with getting “buy-in” for …

Join guest presenter Peggy Hemphill of Your Corporate Source for the must-have best practices to achieve SMMP adoption. An SMMP creates a number of challenges, which begin with getting “buy-in” for the program. This session is for those who are preparing to get buy-in, as well as those who may have tried and failed and need to back to the drawing board. Whether you are preparing to get buy-in from executive leadership; various end-user types or supporting suppliers, this session is a must.

Participants will learn:

-The Do’s & Dont’s of getting buy-in
-Why these principles are important
-How to apply them

If you would like to receive (1) credit hour in Strategic Planning for viewing this webinar, please access it via this link:

http://www.signup4.com/resource-center/smm/getting-buy-in-for-a-strategic-meetings-management-program-smmp/

More in: Business , Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
330
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
0
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. GETTING “BUY IN” for STRATEGIC MEETINGS MANAGEMENT PROGRAMS (SMMP) APRIL 24, 2013
  • 2. Bios Mark Hubrich, SignUp4 • Vice President of Client and Industry Relations • Technology entrepreneur with over 13 years of software development • Guest lecturer on meetings technology at Univ. of North Carolina Charlotte & Kennesaw State University • Meeting Industry Ambassador with GaMPI ©Your Corporate Source, Inc.2013 2
  • 3. WHAT DOES “BUY IN” IMPLY?  CONVINCING YOUR STAKEHOLDERS  CHANGING WAYS  GAINING APPROVAL & SUPPORT ©Your Corporate Source, Inc.2013 3
  • 4. HOW IS “BUY IN” DEFINED? ‘In management and decision making, buy-in signifies the commitment of interested or affected stakeholders to support a decision, often by being involved in the formulation.’ Source: Wikipedia ©Your Corporate Source, Inc.2013 4
  • 5. WHO NEEDS TO “BUY IN”?  EXECUTIVE SPONSORS  MEETING SPONSORS  MEETING & EVENT PLANNERS  MEETING ATTENDEES  FINANCE  PROCUREMENT  LEGAL  RISK MANAGEMENT ©Your Corporate Source, Inc.2013 5
  • 6. 15 DOS & DON’TS OF GETTING “BUY IN” ©Your Corporate Source, Inc.2013 6
  • 7. SOCIALIZE IN ADVANCE ACROSS THE ORGANIZATION. ©Your Corporate Source, Inc.2013 7
  • 8. SOCIALIZING SMM  LEARN UNIQUE STAKEHOLDER NEEDS  IDENTIFY PAIN POINTS  WHERE POSSIBLE, RESOLVE ISSUES  LISTEN! LISTEN! LISTEN! ©Your Corporate Source, Inc.2013 8
  • 9. ASSEMBLE AN ADVISORY COUNCIL JOINTLY RESPONSIBLE FOR THE INITIATIVE. ©Your Corporate Source, Inc.2013 9
  • 10. ASSEMBLE AN ADVISORY COUNCIL  ESTABLISH BUSINESS REQUIREMENTS  ADDRESS CONCERNS  AGREE ON POLICY  CONSENSUS ON BUSINESS MODEL  ONGOING SUPPORT ©Your Corporate Source, Inc.2013 10
  • 11. EDUCATE YOURSELF & LEARN FROM OTHERS. ©Your Corporate Source, Inc.2013 11
  • 12. EDUCATING & LEARNING  JOIN & GET ACTIVE IN INDUSTRY ASSOCIATIONS  FOLLOW UPDATES IN THE MARKETPLACE  READ, ABSORB, QUESTION  DRAW ON THE EXPERIENCE OF OTHERS ©Your Corporate Source, Inc.2013 12
  • 13. PROPOSE A STAGED APPROACH THAT IS REALISTIC. ©Your Corporate Source, Inc.2013 13
  • 14. TAKE A STAGED APPROACH  BEGIN WITH GETTING THE MEETINGS REGISTERED  PROCUREMENT REVIEW OF CERTAIN CONTRACTS  STANDARD FORM OF PAYMENT  USE OF PREFERRED SUPPLIERS ©Your Corporate Source, Inc.2013 14
  • 15. ESTABLISH & MAINTAIN FREQUENT COMMUNICATION ACROSS THE ENTERPRISE. ©Your Corporate Source, Inc.2013 15
  • 16. COMMUNICATE EFFECTIVELY  ESTABLISH EXPECTATIONS FOR PERIODIC UPDATES  BE CLEAR & CONCISE  ENCOURAGE FEEDBACK & DISCUSSION  KNOW YOUR AUDIENCE ©Your Corporate Source, Inc.2013 16
  • 17. BE REALISTIC IN PROJECTING YOUR TIMELINES. ©Your Corporate Source, Inc.2013 17
  • 18. CAREFULLY PLAN YOUR TIMELINES  BE REALISTIC  CONSULT THOSE WHOSE DELIVERABLES ARE SEPARATE FROM YOURS  BUILD IN TIME FOR UNEXPECTED DELAYS  CONSIDER THE IMPACT OF VACATIONS & HOLIDAYS ©Your Corporate Source, Inc.2013 18
  • 19. BUDGET & GET APPROVAL FOR TIME, RESOURCES & EXPENSES. ©Your Corporate Source, Inc.2013 19
  • 20. PROPOSE A BUDGET ALLOCATION  PROJECT MANAGER  ADDITIONAL INTERNAL & EXTERNAL RESOURCES  EDUCATION  TECHNOLOGY  TRAVEL ©Your Corporate Source, Inc.2013 20
  • 21. ASSESS YOUR MOST VIABLE DATA SOURCES TO ESTIMATE ANNUAL EXPENSES. ©Your Corporate Source, Inc.2013 21
  • 22. IDENTIFY YOUR BEST DATA SOURCES  ACCTS. PAYABLE/CREDIT CARDS/PROCUREMENT/ FINANCE/TRAVEL/PURCHASE ORDERS  OFFLINE DATA FROM INTERNAL GROUPS  SUPPLIER REPORTS  INDUSTRY BENCHMARKS ©Your Corporate Source, Inc.2013 22
  • 23. SET REALISTIC EXPECTATIONS. ©Your Corporate Source, Inc.2013 23
  • 24. PROJECTING THE RESULTS  BE CONSERVATIVE  GIVE THE PROGRAM TIME TO OPERATE & STABILIZE  ESTABLISH REALISTIC EXPECTATIONS  PROJECT A 3 - YEAR VIEW ©Your Corporate Source, Inc.2013 24
  • 25. BALANCE THE BENEFITS OF ENHANCED QUALITY, VALUE, C OSTS, & RISKS. ©Your Corporate Source, Inc.2013 25
  • 26. OVERALL PROGRAM VALUE  RISK MITIGATION  CROSS-FUNCTIONAL COLLABORATION  LEVERAGING COSTS & CONCESSIONS WITH PREFERRED SUPPLIERS  STREAMLINING OPERATIONS WITH TECHNOLOGY ©Your Corporate Source, Inc.2013 26
  • 27. ARTICULATE THE BENEFITS CLEARLY AND CONCISELY. ©Your Corporate Source, Inc.2013 27
  • 28. REPORT CLEARLY & CONCISELY  KNOW YOUR AUDIENCE  CHECK & RE-CHECK YOUR FACTS  MAKE IT EASY TO FOLLOW  HAVE A COMPELLING STORY ©Your Corporate Source, Inc.2013 28
  • 29. LINK IT TO OVERALL BUSINESS GOALS, TOP & BOTTOM LINE GROWTH & PROFITABILITY. ©Your Corporate Source, Inc.2013 29
  • 30. ALIGN WITH BUSINESS GOALS  TIE THE PROGRAM TO TOP & BOTTOM LINE GOALS  INCREASED SHAREHOLDER VALUE  COMPETITIVE EDGE  OPERATIONAL EXCELLENCE ©Your Corporate Source, Inc.2013 30
  • 31. DEMONSTRATE CONFIDENCE & KNOWLEDGE, WIT H ACCURATE & MEANINGFUL DATA. ©Your Corporate Source, Inc.2013 31
  • 32. DEMONSTRATE A CLEAR PLAN  EXHIBIT A BROAD PLANNING PERSPECTIVE  DISPLAY THOROUGH SCOPING  SPECIFY CRITICAL CONCERNS  BE READY TO ANSWER TOUGH QUESTIONS WITH CONFIDENCE ©Your Corporate Source, Inc.2013 32
  • 33. ESTABLISH A SENSE OF URGENCY WITH SOUND RATIONALE. ©Your Corporate Source, Inc.2013 33
  • 34. EARN A POSITION OF PRIORITY  PROVIDE A COMPELLING RATIONALE TO MOVE FORWARD  PROVIDE CONSEQUENCES OF DELAYING THE PROJECT  SHOW THE POSITION OF YOUR COMPETITORS IN THIS SPACE ©Your Corporate Source, Inc.2013 34
  • 35. “SELL IT” BASED ON BUSINESS OUTCOMES. ©Your Corporate Source, Inc.2013 35
  • 36. CLOSE THE DEAL  GENERATE INTEREST & EXCITEMENT  GET YOUR STAKEHOLDERS ENGAGED  SHOW THEM WHAT’S IN IT FOR THEM (WIFM)  GET APPROVAL ©Your Corporate Source, Inc.2013 36
  • 37. QUESTIONS? ©Your Corporate Source, Inc.2013 37