This document provides a summary of a webinar on managing perceptions and measuring impact for meetings, events, and incentives in the current economic climate. The webinar discusses the "perfect storm" facing the industry due to increased media scrutiny and government intervention following corporate bailouts. It outlines strategies for managing perceptions, focusing on value creation, stakeholder engagement, and impact measurement. The webinar also provides guidance on a "model board policy" for responsible meetings and events and stresses the need for an aggressive, ongoing response to shape the operating environment.

1. Trumping TARP
Christine Duffy
CEO
Maritz Travel

2. Meetings Media

3. CIC Credit
Today’s Webinar is worth credit toward the CMP
application.
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4. May 27: Citywide Solutions: Leverage Your Massive Meeting
Citywide Solutions:
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Leverage Your Massive Meeting
May 27, 2009
1:00 p
p.m. EST/12:00 p.m. CST
p
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www.meetingsfocus.com/webinars

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6. Today’s Sponsors

7. Today’s Speaker
Christine Duffy

8. Transforming Meetings, Events, and Incentives in a Post-
AIG World: Managing Perceptions Creating Val e and
World Perceptions, Value,
Measuring Impact
Christine Duffy, President and CEO
April 29
A il 29, 2009
Meetings Media Webinar
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2009
8

9. The “Perfect Storm” for the Industry
Perfect Storm
“AIG-Effect Tones Down “Goldman Sachs Moves
Lavish Business Events” Event to New York from
Media Feeding
g Miami”
Frenzy
“Wells Fargo Cancels Las
Vegas Trip”
g p
Politicians
“You can t go take a trip to
You can’t “Let's get this straight: These
Let s
Fanning the
F i th Las Vegas, or go down to guys are going to Vegas to roll
Flames the Super Bowl on the the dice on the taxpayer dime.
taxpayers’ dime,” They're tone deaf. It's
- President Barack Obama outrageous.quot;
-Rep. Shelley Moore Capito
Rep
(R-WV)
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2009
9

10. Government Intervention & Reaction
New
Government Stimulus package: any company who took or will
receive government assistance will be subject to
Regulation
new Treasury regulations on “luxury” travel.
56% of corporate planners canceled one or more meetings
48% of corporate planners will reduce the number of meeting
Business
attendees
Impact
56% of managers at Fortune 1000 companies are postponing or
eliminating at least a portion of their incentive programs in 2009
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2009
10

11. Needed: Focused, Strategic Campaign
Make it safe for businesses to
Goal “get back in the water”
Policymakers: change political calculation
Media: broaden and provide context to the story
Strategy
gy
Businesses: tools to resist pressure
Change the Victim
Value to Business Value to
Communities
Business travel and events The American worker is the
Messages are a smart and cost- unintended victim of the
effective way to retain and Business events and demonization of business
develop employee talent, meetings are the lifeblood of meetings and incentive travel
generate ideas and share many local communities. programs.
knowledge that drives future
business growth.
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2009
11

12. How Companies Responded
Short-term responses to the criticism have been swift, with several
•
companies canceling all meetings, events and incentives
Nearly half of respondents (48%) also feel there are non-financial risks
•
associated with running ME&I programs in the current economic climate.
D5. Do you, or does your organization feel
there are risks -- beyond financial --
associated with running meetings, events,
and/or incentive trips in this economic
climate? (n=89)
Negative stakeholder Don't
perception know
15%
Stakeholder No
perception of value 37%
Bad press/PR
Yes.
Market pressures Examples
are:
48%
Low attendance
Maritz Marketplace Poll January, 2009
*Asked f l f h
*A k d of only of those who responded that their budgets either decreased or they expect their budgets to decrease in D2
h ddh hibd ih d d h hibd d i
and/or D3.
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2009
12

13. Managing Perceptions
What are the negative images
that we need to combat?
Spending frivolously while laying people off
•
Serving only the privileged
•
Another example of excess compensation
•
Insensitive to environmental impact
•
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2009
13

14. Managing Perceptions: What are the take-aways?
take aways?
Hoping th
H i the press doesn’t take note of your event
d ’t t k tf t
•
is not a strategy
Experiment with meaningfully different meetings
•
that address the shift in cultural values
Make “the common good” a centerpiece of
•
meetings of “the privileged few
the few”
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2009
14

15. Managing Perceptions: Redefining what
“special” means
“ l”
•N t
Not j t ‘l
just ‘luxury’ anymore
’
• Meeting “special” people
• Privileged access
• An emotionally impactful experience
• Team happenings
• Including my family
gy y
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2009
15

16. And now for the good news…What You
Do Is Highly Valued!
hl ld
Nearly all (99%) respondents of a recent Maritz market study feel
•
their organizations value the benefits of their ME&I programs;
nearly two-thirds feel their ME&I programs are highly valued.
D9. Overall, how much does your organization value the
benefits/effectiveness of meetings, events, and/or incentive
travel?* (n=93)
Don't know
1%
Valued
somewhat
36%
Highly valued
63%
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2009
16

17. While politically expedient, it creates enormous
downstream risk for the organization
d i kf h ii
• Eliminating meetings and events severely
impacts revenue growth
• Eliminating incentive travel programs lowers
sales force productivity, decreases high-
performing employee morale and increases
f i l l di
attrition
• Eli i ti
Eliminating customer events hampers the
t th th
organization’s ability to compete and
differentiate its products or services
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2009
17

18. Societal Shifts may have Greatest Impact in
the long term….
hl
•L
Luxury being redefined; What is socially
edefined sociall
acceptable?
• How does Corporate Social Responsibility
manifest itself inside of Meeting and Incentive
programs?
• The Gaming Generation joins the workforce
• The Baby Boomers may never retire
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2009
18

19. Voice of Participant becomes critical in design,
delivery & impact…
d li i
• Alt
Alternative
ti approaches for engagement
hf t
• Need for inclusion of choice
• Content on Demand
• Integration of Live and Virtual
g
“Focus on customization of individual
Focus
experience for success”
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2009
19

20. Impact: Creating a “total solution for results
total solution”
The real goal
we are trying
Impact
to achieve
All the things that
must be true for us
Enabling Programs
to drive results
(things that drive performance)
How we get
Execution Capabilities
events done
(the things we’re good at doing)
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2009
20

21. Impact: What are the take-aways?
take aways?
Every well designed meeting has three integrated
E ll d i d ti h th it td
•
phases:
before the meeting
–
the meeting
–
after the meeting
–
Manage the end-to-end process, not just the event
•
A total solution for meeting impact requires a coalition
•
of the committed
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2009
21

22. A Model for Success
Spending & Value Participant
Creation Engagement
Savings
TRANSPARENCY ACROSS THE ORGANIZATION
 Measure, report and
 Strategic sourcing  Actively engage
improve
generates significant participants, planners
savings, clearly and meeting owners to
 Meeting goals connected to
documented by program co-create the experience
business goals
 Identifies and manages  Participants more
 Measurement to
contract risk clearly drive venue,
determine ROO and
agenda, content and
ROI before, during
 Assures compliance with
activities
and after operation
your reputational risk
 Added layer of protection
guidelines for program  Determine how
around decisions
design and sourcing individual behaviors
and attitudes
contribute to
organizational success
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2009
22

23. Lastly, a Guide for ‘Responsible’ Meetings and
Events…
Maritz h
M it has worked in consultation with the following groups to develop
k di lt ti ith th f ll i td l
•
a ‘model board policy’ for any company receiving government funds.
– The American Hotel and Lodging Association
– Destination Marketing Association International,
– International Association of Exhibitions and Events
– Meeting Professionals International
– National Business Travel Association
– Professional Convention Management Association
– S i t of I
Society f Incentive T
ti Travel Executives
lE ti
– The U.S. Travel Association
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2009
23

24. Key Components of the ‘Model Board Policy
Model Policy’
Each
E h proposed meeting, event or incentive/recognition travel
d ti t i ti / iti t l
•
with a cost exceeding $75,000 must be supported by a written
business case identifying a specific business purpose.
Total annual expenses for meetings, events and
•
incentive/recognition travel shall not exceed 15 percent of the
company s
company’s total sales and marketing spend.
The amount spent for an employee performance
•
incentive/recognition event shall not exceed two (2) percent of
the total
th t t l compensation of eligible participants or 10 percent of
ti f li ibl ti i t tf
total award earners’ compensation.
At least 90 percent of incentive program attendees shall be
p pg
•
other than senior executives (as defined by applicable Treasury
Department guidelines) from the host organization.
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2009
24

25. Key Components of the ‘Model Board Policy
Model Policy’
Performance incentives shall not promote excessive or
•
unnecessary risk taking or manipulation of financial results.
i k ki ili f fi il l
All internal meetings or events attended only by senior
•
e ecut es
executives (as de ed by app cab e Treasury Department
defined applicable easu y epa t e t
guidelines) and/or board members shall be devoted to specific
business purposes, and participating senior executives shall be
responsible for any expenses incurred for non-business related
non business
activities.
The CEO of the company shall certify to the board at least
•
annually that the foregoing policies are being followed, and are
ll th t th f i li i b i f ll d d
sufficient to provide reasonable assurance that the company’s
expenditures for such purposes are not excessive.
The process for approving meetings, events and
•
incentive/recognition travel, and the procedures for assuring
adherence to this policy will be subject to independent audit to
policy,
confirm policy adherence.
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2009
25

26. Our Response Must Be Aggressive & Ongoing
We Must Actively S p Our
y Shape O
Operating Environment
or
Others Will Shape it For Us
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2009
26

27. Q&A
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28. TAKE10
Introducing: TAKE10
Since we can’t get to all of the questions submitted by
webinar participants, we’ve p
p p , posted 10 that weren’t
answered during the program. Thanks to our presenter for
volunteering to field all of your important queries from
“Webinar L d!”
“W bi Land!”
Check your inbox soon for an invitation and link to the
TAKE10 Q&A Web page.

29. May 27: Citywide Solutions: Leverage Your Massive Meeting
Citywide Solutions: Leverage Your
Massive Meeting
M i M ti
Join Meetings Media and Margie Johnson to learn
how to leverage your massive piece of potential
business with CVB and f iliti
bi ith CVBs d facilities.
May 27, 2009
y,
1:00 p.m. EST/12:00 p.m. CST
11:00 a.m. MST/10:00 a.m. PST
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30. Today’s Sponsors

31. CMP Credit Instructions
Thank you for joining us for “Trumping TARP”
This webinar is worth .1 points toward the initial CMP application and 1
1
point toward recertification through the CIC.
To receive CEU credits for this webinar:
Download the webinar handouts from the drop-down menu on the left
hand side of your screen.
Print out this slide from the handouts.
Include the printout with your CMP application form
form.