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

707 views

Published 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 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/

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
707
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

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

  1. 1. GETTING “BUY IN” for STRATEGIC MEETINGS MANAGEMENT PROGRAMS (SMMP) APRIL 24, 2013
  2. 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. 3. WHAT DOES “BUY IN” IMPLY?  CONVINCING YOUR STAKEHOLDERS  CHANGING WAYS  GAINING APPROVAL & SUPPORT ©Your Corporate Source, Inc.2013 3
  4. 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. 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. 6. 15 DOS & DON’TS OF GETTING “BUY IN” ©Your Corporate Source, Inc.2013 6
  7. 7. SOCIALIZE IN ADVANCE ACROSS THE ORGANIZATION. ©Your Corporate Source, Inc.2013 7
  8. 8. SOCIALIZING SMM  LEARN UNIQUE STAKEHOLDER NEEDS  IDENTIFY PAIN POINTS  WHERE POSSIBLE, RESOLVE ISSUES  LISTEN! LISTEN! LISTEN! ©Your Corporate Source, Inc.2013 8
  9. 9. ASSEMBLE AN ADVISORY COUNCIL JOINTLY RESPONSIBLE FOR THE INITIATIVE. ©Your Corporate Source, Inc.2013 9
  10. 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. 11. EDUCATE YOURSELF & LEARN FROM OTHERS. ©Your Corporate Source, Inc.2013 11
  12. 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. 13. PROPOSE A STAGED APPROACH THAT IS REALISTIC. ©Your Corporate Source, Inc.2013 13
  14. 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. 15. ESTABLISH & MAINTAIN FREQUENT COMMUNICATION ACROSS THE ENTERPRISE. ©Your Corporate Source, Inc.2013 15
  16. 16. COMMUNICATE EFFECTIVELY  ESTABLISH EXPECTATIONS FOR PERIODIC UPDATES  BE CLEAR & CONCISE  ENCOURAGE FEEDBACK & DISCUSSION  KNOW YOUR AUDIENCE ©Your Corporate Source, Inc.2013 16
  17. 17. BE REALISTIC IN PROJECTING YOUR TIMELINES. ©Your Corporate Source, Inc.2013 17
  18. 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. 19. BUDGET & GET APPROVAL FOR TIME, RESOURCES & EXPENSES. ©Your Corporate Source, Inc.2013 19
  20. 20. PROPOSE A BUDGET ALLOCATION  PROJECT MANAGER  ADDITIONAL INTERNAL & EXTERNAL RESOURCES  EDUCATION  TECHNOLOGY  TRAVEL ©Your Corporate Source, Inc.2013 20
  21. 21. ASSESS YOUR MOST VIABLE DATA SOURCES TO ESTIMATE ANNUAL EXPENSES. ©Your Corporate Source, Inc.2013 21
  22. 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. 23. SET REALISTIC EXPECTATIONS. ©Your Corporate Source, Inc.2013 23
  24. 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. 25. BALANCE THE BENEFITS OF ENHANCED QUALITY, VALUE, C OSTS, & RISKS. ©Your Corporate Source, Inc.2013 25
  26. 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. 27. ARTICULATE THE BENEFITS CLEARLY AND CONCISELY. ©Your Corporate Source, Inc.2013 27
  28. 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. 29. LINK IT TO OVERALL BUSINESS GOALS, TOP & BOTTOM LINE GROWTH & PROFITABILITY. ©Your Corporate Source, Inc.2013 29
  30. 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. 31. DEMONSTRATE CONFIDENCE & KNOWLEDGE, WIT H ACCURATE & MEANINGFUL DATA. ©Your Corporate Source, Inc.2013 31
  32. 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. 33. ESTABLISH A SENSE OF URGENCY WITH SOUND RATIONALE. ©Your Corporate Source, Inc.2013 33
  34. 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. 35. “SELL IT” BASED ON BUSINESS OUTCOMES. ©Your Corporate Source, Inc.2013 35
  36. 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. 37. QUESTIONS? ©Your Corporate Source, Inc.2013 37

×