The document outlines strategies for gaining stakeholder buy-in for strategic meetings management programs (SMMP). It highlights the importance of identifying unique stakeholder needs, establishing an advisory council, and maintaining effective communication to ensure support for the initiative. Additionally, it emphasizes projecting realistic timelines and budgets while clearly articulating the benefits linked to overall business goals.

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
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3. WHAT DOES “BUY IN” IMPLY?
 CONVINCING YOUR STAKEHOLDERS
 CHANGING WAYS
 GAINING APPROVAL & SUPPORT
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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
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5. WHO NEEDS TO “BUY IN”?
 EXECUTIVE SPONSORS
 MEETING SPONSORS
 MEETING & EVENT PLANNERS
 MEETING ATTENDEES
 FINANCE
 PROCUREMENT
 LEGAL
 RISK MANAGEMENT
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6. 15 DOS & DON’TS
OF
GETTING “BUY IN”
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7. SOCIALIZE IN
ADVANCE
ACROSS THE
ORGANIZATION.
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8. SOCIALIZING SMM
 LEARN UNIQUE
STAKEHOLDER NEEDS
 IDENTIFY PAIN POINTS
 WHERE
POSSIBLE, RESOLVE
ISSUES
 LISTEN! LISTEN! LISTEN!
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9. ASSEMBLE AN
ADVISORY
COUNCIL JOINTLY
RESPONSIBLE
FOR THE
INITIATIVE.
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10. ASSEMBLE AN ADVISORY COUNCIL
 ESTABLISH BUSINESS
REQUIREMENTS
 ADDRESS CONCERNS
 AGREE ON POLICY
 CONSENSUS ON
BUSINESS MODEL
 ONGOING SUPPORT
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11. EDUCATE
YOURSELF &
LEARN FROM
OTHERS.
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12. EDUCATING & LEARNING
 JOIN & GET ACTIVE IN
INDUSTRY ASSOCIATIONS
 FOLLOW UPDATES IN THE
MARKETPLACE
 READ, ABSORB, QUESTION
 DRAW ON THE
EXPERIENCE OF OTHERS
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13. PROPOSE A
STAGED
APPROACH THAT
IS REALISTIC.
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14. TAKE A STAGED APPROACH
 BEGIN WITH GETTING THE
MEETINGS REGISTERED
 PROCUREMENT REVIEW OF
CERTAIN CONTRACTS
 STANDARD FORM OF
PAYMENT
 USE OF PREFERRED
SUPPLIERS
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15. ESTABLISH &
MAINTAIN
FREQUENT
COMMUNICATION
ACROSS THE
ENTERPRISE.
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16. COMMUNICATE EFFECTIVELY
 ESTABLISH EXPECTATIONS
FOR PERIODIC UPDATES
 BE CLEAR & CONCISE
 ENCOURAGE FEEDBACK &
DISCUSSION
 KNOW YOUR AUDIENCE
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17. BE REALISTIC IN
PROJECTING YOUR
TIMELINES.
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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
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19. BUDGET & GET
APPROVAL FOR
TIME, RESOURCES
& EXPENSES.
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20. PROPOSE A BUDGET ALLOCATION
 PROJECT MANAGER
 ADDITIONAL INTERNAL &
EXTERNAL RESOURCES
 EDUCATION
 TECHNOLOGY
 TRAVEL
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21. ASSESS YOUR
MOST VIABLE
DATA SOURCES TO
ESTIMATE ANNUAL
EXPENSES.
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22. IDENTIFY YOUR BEST DATA SOURCES
 ACCTS. PAYABLE/CREDIT
CARDS/PROCUREMENT/
FINANCE/TRAVEL/PURCHASE
ORDERS
 OFFLINE DATA FROM
INTERNAL GROUPS
 SUPPLIER REPORTS
 INDUSTRY BENCHMARKS
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23. SET REALISTIC
EXPECTATIONS.
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24. PROJECTING THE RESULTS
 BE CONSERVATIVE
 GIVE THE PROGRAM TIME TO
OPERATE & STABILIZE
 ESTABLISH REALISTIC
EXPECTATIONS
 PROJECT A 3 - YEAR VIEW
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25. BALANCE THE
BENEFITS OF
ENHANCED
QUALITY, VALUE, C
OSTS, & RISKS.
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26. OVERALL PROGRAM VALUE
 RISK MITIGATION
 CROSS-FUNCTIONAL
COLLABORATION
 LEVERAGING COSTS &
CONCESSIONS WITH
PREFERRED SUPPLIERS
 STREAMLINING OPERATIONS
WITH TECHNOLOGY
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27. ARTICULATE THE
BENEFITS CLEARLY
AND CONCISELY.
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28. REPORT CLEARLY & CONCISELY
 KNOW YOUR AUDIENCE
 CHECK & RE-CHECK YOUR
FACTS
 MAKE IT EASY TO FOLLOW
 HAVE A COMPELLING STORY
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29. LINK IT TO
OVERALL
BUSINESS
GOALS, TOP &
BOTTOM LINE
GROWTH &
PROFITABILITY.
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30. ALIGN WITH BUSINESS GOALS
 TIE THE PROGRAM TO TOP &
BOTTOM LINE GOALS
 INCREASED SHAREHOLDER
VALUE
 COMPETITIVE EDGE
 OPERATIONAL EXCELLENCE
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31. DEMONSTRATE
CONFIDENCE &
KNOWLEDGE, WIT
H ACCURATE &
MEANINGFUL
DATA.
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32. DEMONSTRATE A CLEAR PLAN
 EXHIBIT A BROAD PLANNING
PERSPECTIVE
 DISPLAY THOROUGH
SCOPING
 SPECIFY CRITICAL CONCERNS
 BE READY TO ANSWER
TOUGH QUESTIONS WITH
CONFIDENCE
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33. ESTABLISH A
SENSE OF
URGENCY WITH
SOUND
RATIONALE.
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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
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35. “SELL IT” BASED
ON BUSINESS
OUTCOMES.
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36. CLOSE THE DEAL
 GENERATE INTEREST &
EXCITEMENT
 GET YOUR STAKEHOLDERS
ENGAGED
 SHOW THEM WHAT’S IN IT
FOR THEM (WIFM)
 GET APPROVAL
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37. QUESTIONS?
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