GDPR4Meetings – Process for Changes or Removal
GDPR is underway and we all must be prepared with our processes on how we will manage requests for Data Subject Removals or Changes. Not all Data Subjects are entitled to removals or changes if the organization is required to keep data for legal, regulatory, or other purposes. Yet, let’s prepare for those incoming requests.
Three high level processes are provided:
Regardless of who gets the request for removal/change, it is your job to support the process with your Data Privacy Officer.
See the attached basic process and begin to itemize your Level 3 and Level 4 processes based on your organization's requirements. If you have any questions, feel free to ask.
Download GDPR Process for Data Subject removal or change - Generic
Debi Scholar
NOTE: The following is only the perspective of author without representation or endorsement by any organization. Always consult your legal counsel, data privacy officer, and your GDPR experts for advice. The following content is voluntarily provided. The following content is voluntarily provided and was created after taking GDPR classes and not from any entity.
The General Data Protection Regulation (GDPR), for effective May 25, 2018, requires meeting, event, and conference planners to be prepared to get active, opt-in consent to collect data.
Three articles will be released in the next month:
Article #1 – Opt-In Consent for Attendee Management
Adding active Opt-In Consents for your speakers, facilitators, participants regardless if they attend a meeting, event, or conference in an in-person, hybrid, or remote (virtual/digital).
For the meeting requester, and this can be done in your meeting technology or can be confirmed manually through encrypted email if you do not use a technology system:
[checkbox] I understand and agree that a meeting planner will have my contact details for the purpose of planning meetings, events, or conferences
[checkbox] I understand and agree that I may be contacted for a post-meeting customer satisfaction survey
Provide a link to the Data Privacy Policy and a link where Meeting Requesters can change or withdraw contact details (which will be covered in Article #3)
For the meeting attendee, and this can be done in your meeting technology or can be confirmed manually through encrypted email if you do not use a technology system:
For the Meeting Attendees, Speakers, Facilitators, and this can be done in your meeting technology or can be confirmed manually through encrypted email if you do not use a technology system:
[checkbox] I understand and agree that a meeting planner will have my contact details for the purpose of planning meetings (such hotels accommodations, transportation, activities, etc.)
Please note that if this box is not checked, then we are unable to secure your logistics for attendance at the meeting.
[checkbox] I understand and agree that a meeting planner will ask about dietary preferences and any special requirements that may be needed to plan a meeting.
[checkbox] I understand and agree that I may be contacted for a pre-meeting and/or post-meeting survey
Provide a link to the Data Privacy Policy and a link where Participants, Speakers, and Facilitators can change or withdraw contact details (which will be covered in Article #3)
For the Virtual Meeting Attendee who may be remote and logging into a meeting:
[checkbox] I understand and agree that a meeting planner will have my contact details for the purpose of registering me to attend a virtual or hybrid meeting (live or on-demand).
[checkbox] I understand and agree that I may be contacted for a pre-meeting and/or post-meeting survey
Provide a link to the Data Privacy Policy and a link where Virtual Meeting Attendees can change or withdraw contact details (which will be covered in Article #3)
WHO is affected? Data Subjects may be our speakers, facilitators, participants, or anyone whose data we collect (name, email, other data)
Does this include everyone around the world? Because the language is confusing and the intent is very broad, many organizations are choosing to use the guidelines for their entire organization, regardless of where it is located.
For certain, Data Subjects that are included are EU citizens. However, the GDPR is extraterritoriality meaning that the GDPR regulations will apply to “processing of personal data of data subjects who are in the Union” (Article 3; 2) and “the Regulation applies to the processing of personal data in the context of the activities of an establishment of a controller or a processor in the Union, regardless of whether the processing takes place in the Union or not.” (Article 3:1) This means that an if an organization is “established” in the EU and if they process any personal data of a data subject, regardless of where they are, they must comply with the requirements of the GDPR.
Under GDPR organizations in breach of GDPR can be fined up to 4% of annual global turnover or €20 Million (whichever is greater). This is the maximum fine that can be imposed for the most serious infringements e.g.not having sufficient customer consent to process data or violating the core of Privacy by Design concepts.
Feel free to join the Community at GDPR4Meetings.com and see following resources.
Debi Scholar
Resources:
www.gdpr4meetings.com -Opportunity to communicate with each other
https://cybercounsel.co.uk/data-subjects/
https://www.eugdpr.org/the-regulation.html
https://www.eugdpr.org/glossary-of-terms.html
Data Subject Rights
Breach Notification
Under the GDPR, breach notification will become mandatory in all member states where a data breach is likely to “result in a risk for the rights and freedoms of individuals”. This must be done within 72 hours of first having become aware of the breach. Data processors will also be required to notify their customers, the controllers, “without undue delay” after first becoming aware of a data breach.
Right to Access
Part of the expanded rights of data subjects outlined by the GDPR is the right for data subjects to obtain from the data controller confirmation as to whether or not personal data concerning them is being processed, where and for what purpose. Further, the controller shall provide a copy of the personal data, free of charge, in an electronic format. This change is a dramatic shift to data transparency and empowerment of data subjects.
Right to be Forgotten
Also known as Data Erasure, the right to be forgotten entitles the data subject to have the data controller erase his/her personal data, cease further dissemination of the data, and potentially have third parties halt processing of the data. The conditions for erasure, as outlined in article 17, include the data no longer being relevant to original purposes for processing, or a data subjects withdrawing consent. It should also be noted that this right requires controllers to compare the subjects' rights to "the public interest in the availability of the data" when considering such requests.
Data Portability
GDPR introduces data portability - the right for a data subject to receive the personal data concerning them, which they have previously provided in a 'commonly use and machine readable format' and have the right to transmit that data to another controller.
Privacy by Design
Privacy by design as a concept has existed for years now, but it is only just becoming part of a legal requirement with the GDPR. At it’s core, privacy by design calls for the inclusion of data protection from the onset of the designing of systems, rather than an addition. More specifically - 'The controller shall..implement appropriate technical and organisational measures..in an effective way.. in order to meet the requirements of this Regulation and protect the rights of data subjects'. Article 23 calls for controllers to hold and process only the data absolutely necessary for the completion of its duties (data minimisation), as well as limiting the access to personal data to those needing to act out the processing.
Binding Corporate Rules (BCRs)- a set of binding rules put in place to allow multinational companies and organisations to transfer personal data that they control from the EU to their affiliates outside the EU (but within the organisation)
Biometric Data - any personal data relating to the physical, physiological, or behavioral characteristics of an individual which allows their unique identification
Consent- freely given, specific, informed and explicit consent by statement or action signifying agreement to the processing of their personal data
Data Concerning Health - any personal data related to the physical or mental health of an individual or the provision of health services to them
Data Controller - the entity that determines the purposes, conditions and means of the processing of personal data
Data Erasure - also known as the Right to be Forgotten, it entitles the data subject to have the data controller erase his/her personal data, cease further dissemination of the data, and potentially have third parties cease processing of the data
Data Portability - the requirement for controllers to provide the data subject with a copy of his or her data in a format that allows for easy use with another controller (more info here)
Data Processor - the entity that processes data on behalf of the Data Controller
Data Protection Authority - national authorities tasked with the protection of data and privacy as well as monitoring and enforcement of the data protection regulations within the Union
Data Protection Officer - an expert on data privacy who works independently to ensure that an entity is adhering to the policies and procedures set forth in the GDPR (more info here)
Data Subject - a natural person whose personal data is processed by a controller or processor
Delegated Acts - non-legislative acts enacted in order to supplement existing legislation and provide criteria or clarity
Derogation - an exemption from a law
Directive - a legislative act that sets out a goal that all EU countries must achieve through their own national laws
Encrypted Data - personal data that is protected through technological measures to ensure that the data is only accessible/readable by those with specified access
Enterprise - any entity engaged in economic activity, regardless of legal form, including persons, partnerships, associations, etc.
Filing System - any specific set of personal data that is accessible according to specific criteria, or able to be queried
Genetic Data - data concerning the characteristics of an individual which are inherited or acquired which give unique information about the health or physiology of the individual
Group of Undertakings - a controlling undertaking and its controlled undertakings
Main Establishment - the place within the Union that the main decisions surrounding data processing are made; with regard to the processor
Personal Data - any information related to a natural person or ‘Data Subject’, that can be used to directly or indirectly identify the person
Personal Data Breach - a breach of security leading to the accidental or unlawful access to, destruction, misuse, etc. of personal data
Privacy by Design - a principle that calls for the inclusion of data protection from the onset of the designing of systems, rather than an addition
Privacy Impact Assessment - a tool used to identify and reduce the privacy risks of entities by analyzing the personal data that are processed and the policies in place to protect the data
NOTE: The following is only the perspective of author without representation or endorsement by any organization. It is also based on several conversations held with industry leaders over the past 24 hours.
Marriott leaders’, with the decision to cut commissions from 10% to 7%, squander our flexibility and power to influence our organizations towards efficient Strategic Meetings Management (SMM) programs. Worse, when Marriott chooses to show preferentialism toward four (4) sourcing agencies that are exempt from this commission reduction, the inequality results in an industry uproar with obvious imbalance.
All of my SMM colleagues are scrambling, putting together revised cost/benefit analyses on their meetings programs that had previously been funded by commissions, now wondering where the money will come from for their headcount and technologies. If Marriott was planning to cut commissions, it should have provided the industry with at least a nine to twelve month warning so that organizations could revise budgets, renegotiate with their agencies, reevaluate their resourcing and technology requirements, and most important reconsider WHICH chains are in their preferred hotel program.
Maybe the mammoth egos at Marriott don’t realize that the SMMs take the cost of the program, subtract commissions returned, and then charge back meeting owners (or divisions) based on the complexity and category of their meeting. Or, maybe Marriot leaders don’t know how hard it is for most organizations to buy into SMM as a way to drive business to its properties through preferred hotel programs, reduce contractual and operational risk, adhere to GDPR, and provide a strategy for this multi-billion dollar spend category. Worse, commission collection rates aren’t 100% in most cases so now there will be less commissions with less than optimal collection of that money.
Further inequity, in this insensitive decision, is the decision by Marriott to exclude four (4) sourcing organizations from the reduction from 10% to 7% commissions. Marriott has elected to temporarily continue to give 10% to these four agencies without transparency as to why, how long this exception will be granted, or how other agencies can be part of the pedestaled group. Thousands of agencies that are not part of Marriott’s elite are hosting calls with their clients to enlighten them on the situation. Strategic Meetings Management programs are at risk with these decisions.
With this power trip on steroids action, chaos is turning into a quest for alternatives. In my talks with colleagues, many are looking for alternatives to Marriott. Meeting leaders are scrambling for sourcing options such as redirecting bookings to other hotel chains and even looking for alternative options such as AirBNB and VRBO for small meetings. In talking with one of my professional service industry colleagues yesterday, she told me that one of their small groups stayed at an AirBNB for 20 people last week in San Francisco. Why not? Small meetings are the largest volume for most organizations and it is time to seek other options rather than traditional venues especially with this latest hotel industry decision.
This doesn’t surprise me as my husband and I recently renovated a house for AirBNB and I am getting group bookings every weekend such as retreats, bridal parties, sporting teams, etc. I’d be happy to return 10% commissions for nights booked…sounds like we need Agencies and AirBNB to come to the table with us owners to support the meetings leaders who still need those commissions to support their SMM Program. Industry leaders – let’s discuss our options and ideas. Contact me at debischolar@gmail.com or through LinkedIn .
“Debi, do you realize that many people don’t want to come to your country…that is why virtual meetings demand will increase” is the message I heard three weeks ago during a conference call with a Supplier with attendees from U.K., France, and Netherlands. Virtual and hybrid meetings are increasingly becoming a normal delivery method and meeting planners are encouraged to learn more about digital events.
Do you want to learn more about how to deliver digital events? Apply for a Digital Event Institute Scholarship here… https://www.facebook.com/PCMADigitalExperience/ or here: http://www.pcma.org/pcma-education-foundation/scholarships/student-scholarships#.WNml2qK1s2x
If the message I heard is true, and if the Travel Ban and U.S. Government Budget Cuts will affect our travel, then Virtual Meetings will be important to add to your Meeting & Event Program.
How will the Travel Ban affect Meetings, Events and other businesses? Listen to Kevin Iwamoto in this audio clip:
In addition, the Travel Ban and Budget cuts may affect small, rural airports, rail services as well as college tuition.
How can you affect change in our industry? GET involved and call your senators and congress.
“The Essential Air Services program would be eliminated, which means many small or rural airports would have to close. If you rely on these rural airports to fly out of where you live, you'll be faced with a much longer drive to the airport.” “Amtrak will also take a hit, with funding changing to focus on the most popular routes, like the Northeast Corridor. Train service may shrink to just 23 states”
“Consider how restricting immigration of foreign students studying at American colleges will affect tuition costs. College student debt is a concern of everyone regardless of political affiliation. Recent proposed travel bans, temporarily at least blocked, has led to some chaos among non-immigrants college students from abroad.”
Debi Scholar
Let's propel the Mobile Meeting Application to be the primary attendee registration platform and integrate the data with our SMM Technology so that we drive 100% adoption to use the mobile meeting application and the data transferred into the attendee management module includes the robust data that is needed for our meetings and events.
Mobile Meeting apps are gaining adoption faster than any SMM Technology tool has in the past and we must insist that our SMM Technologies allow these mobile apps to transfer data into the attendee management module. Not only will this drive adoption for all attendees to use their mobile app; but also our SMM Technologies may gather more robust data for reporting purposes. Of course, we want options, so attendees should be allowed to register through the mobile app or the meeting registration site, and the decision to determine the best way (or both methods) will be with the meeting stakeholders and planners. See yellow boxes.
Mobile meeting apps need to be integrated with our ERP and CRM systems for single sign-on. And, for the SMM Tech companies: we do not mean that your website is accessible on a mobile device. Rather, we want to drive adoption to all attendees using our mobile meeting application (whether you own it or not). As such, we require that you upgrade your technologies to allow these apps to capture the registration data and transfer it to your systems.
Let's all go to our SMM Technologies and request this functionality NOW!
Debi Scholar, SMM Coach
Digital Event Strategist (DES), CMM, CMP, GLP, GTP, SSGB, CBST, CTT
debischolar@gmail.com
Strategic Meetings Management (SMM) delivers propelling results for corporations and associations such as greater access to skilled resources to improve meeting experiences, further ability to secure a “seat at the table” with C-level leaders, and better supplier pricing with reduced risk.
Yet, we all know that the journey to SMM maturity is not without challenges, chaos, and collaboration. How will you take your SMM program to the next level of maturity? What are the various levels of maturity?
Two recommendations:
The evidence from Surveys and Benchmarking will support your SMM Outcomes and validate the trajectory efforts of your program.
I offer volunteer coaching for corporations or associations that want to understand the SMM environment. Take YOUR SMM Program to the next level with Evidence!
Debi Scholar
Connect with Debi Scholar at LinkedIn and contact Debi at:debischolar@gmail.com
Debi Scholar is a coach and mentor in Strategic Meetings Management and Virtual / Hybrid meetings and volunteers her time to help corporations, associations, and suppliers. She was a Meetings Director at PricewaterhouseCoopers, American Express, and owned her own consultancy, Scholar Consulting Group. She is currently a Global Director in Meetings & Events at a major pharmaceutical company working in the Global Strategic Sourcing group.
Debi has authored four books on meetings and events was named one of the Top 25 Women in the Meetings Industry in 2015 by Meetings and Conventions Magazine, one of the 25 Most Influential People in the Meetings Industry in 2013 by Successful Meetings Magazine, was the co-chair of the Global Business Travel Association (GBTA) Groups & Meetings Committee, a GBTA Foundation Board Member, named a “Mover and Shaker” of the industry by Corporate & Incentive Travel Magazine, was named a Top 20 Changemaker by Corporate Meetings & Incentives Magazine, and a “Best Meeting Practitioner” by Business Travel News.
Debi has achieved 9 designations, including Global Leadership Professional from Wharton, Certificate in Meetings Management, Certified Meeting Professional, Global Travel Professional, and Digital Event Strategist.
Achieve SMM success with Pioneers and original SMM Thought Leaders Kevin Iwomoto and Debi Scholar. Get advice, bring your challenges, and opportunity to win 1 of 4 books! – no challenge too big!
“Young children of mixed races play cricket…one hands me a bat and giggles at the way I hold it…”
Yummy recipes (my favorite..Spinach and Tangerine Soup from Lesotho!), provoking pictures, sincere stories, and tough terrain … plus more in the beautiful book “FORKS” A Quest for Culture, Cuisine, and Connection by Allan Karl who rode his motorcycle across five continents in three years. If you love adventure, food, and travel, you’ll love this book! Buy it for your favorite traveler!
A public, and HUGE THANK YOU to Ann Rebentisch, CMP, CMM, Founder of the LinkedIn CMM Group. (Certificate in Meetings Management). With her leadership to encourage many CMMs to come forward, and with the support of the Meetings Media, we have achieved a new decision from MPI and GBTA. Thank you very much to MPI and GBTA Leadership for your reconsideration of the CMM designation and program.
Here is the decision information: http://tinyurl.com/MPI-CMM-Program-Decision4-4-14
Thanks, ANN! And to everyone else who assisted with the conference calls, the surveys, the analysis, and everything else that you did!
Debi Scholar
Have you integrated virtual / digital meetings into your meetings and events yet? If your answer is no, it is probably because:
Regardless of the reason, the business world is moving toward the use of more virtual meetings through the use of digital technologies. I offer some resources below and also have other tools in my toolkit, if you need help.
Since 1998, when I led PwC’s technology training team, I have been involved with virtual technologies as our training team delivered computer training to multiple offices using one trainer with one computer. Rudimentary - yes; unsuccessful – no. In fact, it was a huge success because we broadened technology training for more attendees throughout the country. E-learning was here to stay…and today, it is a common practice worldwide.
Fast forward to 2002, when I led PwC’s meeting and event services team, I developed the industry’s first virtual meeting and event group under the same team as the face-to-face meeting planners. If I was successful in transitioning face-to-face trainers to e-learning instructors, why couldn’t I transition face-to-face meeting planners to virtual / hybrid planners? And, the rest is history. Today, the PwC virtual meetings team is one of the best groups of professionals in the industry and it delivers thousands of virtual meetings to internal staff and PwC clients every year. Virtual meetings are here to stay…and if you are not using some form of virtual / hybrid meetings, you may be falling behind your competitors. If you have relinquished the responsibility to another department – you may not be progressing or staying current with new roles, responsibilities, and technologies.
This blog has published numerous articles about virtual / digital meetings over the years; below are some of the links that you may find useful in the development of your virtual / digital meetings:
2013 – Creating a Virtual Meeting and Event Strategy
http://www.teplus.net/2013/03/virtual-meetings-at-getthere.html
2011 – The 20 roles and responsibilities of the virtual meeting planner
http://www.teplus.net/2011/01/virtual-meetings-and-events-the-20-roles-and-responsibilities-of-the-virtual-meeting-planner.html
2010 – 20 reasons to consider virtual meetings
http://www.teplus.net/2010/03/20-reasons-to-consider-virtual-meetings.html
2009 – Eight common motivating factors that may derail a virtual
meetings program
http://www.teplus.net/2009/08/virtual-meetings-eight-motivating-factors-.html
If you want help building your toolkit to develop a program, please feel free to reach out to me.
Over the last several years, I have experienced an astonishing feeling of synthesis as my career in training and development (virtual and instructor-led training) has merged with my career in meetings and events (virtual and face-to-face meetings). While these two industries seemed like disparate elements and separate careers, in fact, the business forces are stitching them together. For example, when I was a trainer and training director…I needed to learn and conquer ROI and training effectiveness. Now, as a meetings director…I have had to learn and conquer ROI and meeting effectiveness. The two careers are no longer individual parallel paths but rather, a logistics and content journey that produces ultimate success for all meeting types. To that end, I am SO excited about this industry and our journey forward.
Let me also share some exciting news about my journey forward … I have accepted the role of Divisional Category Director of Congresses and Events, and Global Lead Virtual Meetings at Novartis in the Strategic Sourcing Department. I am thrilled and cannot wait to get started!
I will still be mentoring and coaching my industry colleagues, on a volunteer basis, on Strategic Meetings Management, virtual meetings, meeting effectiveness / ROI, training / development, and travel - so feel free to reach out to me if you have any questions or ideas you’d like to share with me. More books are being released before the end of year – Susan Losurdo and I finished editing our second book together, “Meeting Planning Playbook” so look for it on this blog and on Amazon within the next week. The SMM Toolkit and other mini-books on topics such as meeting effectiveness and virtual meetings are also undergoing edits and will be released soon.
In the meantime, I would like to share two valuable resources with you.
Shimon Avish, President of SMM Consulting, provides us all with a wealth of knowledge on Strategic Meetings Management topics via his blog at www.smmconsulting.com. Please sign up for his regular articles, e-books, and blog posts.
Deborah Borak, Director of Global Accounts at ConferenceDirect, recently released an excellent article featured in Facilities & Destinations titled “Getting Strategic About SMMPs: Guidelines to Choose the Best Third Party to Help Implement Your Program.” Please take a few minutes to read it.
A BIG THANK YOU to all of the meetings and travel leaders who continue to support me through the T&E blog, LinkedIn groups, client engagements and most important, your friendship.
Debi Scholar
1(908) 304-4954
debischolar@gmail.com
www.smmbenchmark.com
Thank you for visiting the T&E Plus Blog on expense management, travel management, business meetings, events, incentives, strategic meetings management, entertainment, virtual meetings, tickets, hotels, airlines, ground transportation plus more...
The opinions expressed in this message and/or any attachments are those of the author and not necessarily those of any other organization or corporation. There is no guarantee that this message is either private or confidential, and it may have been altered by unauthorized sources without your or our knowledge. Nothing in the message is capable or intended to create any legally binding obligations on either party and it is not intended to provide legal advice. Debi Scholar accepts no responsibility for loss or damage from its use, including damage from virus.
Bravo for Brilliant education coming up at the Global Business Travel Association Convention starting on Sunday, August 4 in San Diego.
Are you interested in Risk Based Service Level Agreements? On Tuesday, August 6 at 9:00 a.m., I will be delivering a session on service level agreements, key performance indicators, and credits. If your suppliers do not meet the agreed-upon expectations, you may be entitled to a credit.
If you are a travel manager, join our session on Wednesday, August 7 at 11:45 a.m. to discuss how to incorporate group travel and meetings into your program. The session is called "Build a Fail-Safe Travel Management Plan – RockStar!"
If you are not attending GBTA and want to discuss these topics, feel free to reach out to me and of course, I'll help you.
Text me or call me if you want to grab a coffee, tea, or another adult beverage. I'll be in San Diego from Saturday through Wednesday. 908-304-4954. Let's collaborate on best practices!
Lastly, it is critical for everybody to vote! Below are some links to some blogs on this topic.
Want to learn more about how RISK affects your Meeting Policy? Read Shimon Avish's blog located here! How Does Strategic Meetings Risk Management Impact your Meetings Policy?
Hope to see you in San Diego!
Debi
Posts about Voting at GBTA
Ziegler's GBTA Proposal Drawing Buyer Support
Learn, Network and Vote at GBTA's Convention
GBTA Proposed Changes Require Participation, Dialogue ... even Compromise
Debi Scholar
(908) 304-4954
Debi.Scholar@AEXP.com
Debi@DebiScholar.com
www.smmbenchmark.com
www.BankWithDebi.com
A BIG THANK YOU to all of the meetings and travel leaders who continue to support me through the T&E blog, LinkedIn groups, client engagements and most important, your friendship.
Thank you for visiting the T&E Plus Blog on expense management, travel management, business meetings, events, incentives, strategic meetings management, entertainment, virtual meetings, tickets, hotels, airlines, ground transportation plus more...
The opinions expressed in this message and/or any attachments are those of the author and not necessarily those of American Express, its subsidiaries, and affiliates. There is no guarantee that this message is either private or confidential, and it may have been altered by unauthorized sources without your or our knowledge. Nothing in the message is capable or intended to create any legally binding obligations on either party and it is not intended to provide legal advice. Debi Scholar and American Express accept no responsibility for loss or damage from its use, including damage from virus.
President John F. Kennedy said, "There are risks and costs to a program of action, but they are far less than the long-range risks and costs of comfortable inaction."
Isn't that the truth? Do you believe it is far better to be prepared than NOT be prepared? One of my colleagues told me a story about what happened in their organization. They held an offsite activity at an outdoor activity center. Thankfully, the meeting planner added the right terms and conditions because a wind storm blew a heavy table into one of the attendees. As the attendee was headed into the ambulance, the activity center tried to obtain a signature from him confirming that they were not responsible. However, the proper language was already in the contract holding the facility liable.
Simply, an Ounce of Preparation is Worth a Pound of Cure!
Recently, American Express Meetings & Events released new research that reveals sizeable gaps between what leaders believe about risks vs. what planners actually do about risks in meetings. A couple of facts include:
Check out the American Express Information!
How beneficial would it be if you had an action plan to mitigate, prepare, respond and recover from your risks? In 2011, I introduced the industry to the 7 Critical Areas of Risk Exposure in Meetings in Events and posted a blog topic here.
On Sunday, July 21, I will be sharing information on how to build a Risk Mitigation Plan for each of the seven categories at MPI WEC from 4:00 to 5:00 in Lagoon H, Level 2 at Mandalay Bay Convention Center.
This methodology provides structure to your risk mitigation efforts that you can share with your leaders to show the opportunity, support the value that you bring to your organization. Not only will it make you look like a hero, but it will also develop your competency...and frankly, it is fun when you come together as a team and consider all the What If scenarios.
Now that you know the risk categories, let's build two POWERFUL documents:
We will answer these questions ....
Questions to Answer … |
Your Suppliers |
Your Organization |
What do we do to mitigate the risks? |
1. [fill in the blank] 2. |
1. [fill in the blank] 2. |
What do we do to prepare for the risks? |
1. 2. |
1. 2. |
What do we do to respond to the risks? |
1. 2. |
1. 2. |
What do we do to recover from the risks? |
1. 2. |
1. 2. |
When you show leaders that you have developed a process or a method to categorize and report on data, and that there is predictability in understanding risks, they automatically appreciate your expertise and believe you are a leader who can show value to the organization.
I hope to see you at MPI WEC on Sunday, July 21! I will only be at MPI for one day, so text me if you want to get together! 908-304-4954.
Speaking of Risk – My next book is ready and available on Amazon! Susan Losurdo and I teamed to provide you with very practical advice in a Crisis. Check it Out ….
And, THANK YOU to Successful Meetings Magazine for naming me as one of the Top 25 Most Influential People in the Meetings Industry last week. WOW. I am so grateful.
Debi Scholar
(908) 304-4954
Thank you for visiting the T&E Plus Blog on expense management, travel management, business meetings, events, incentives, strategic meetings management, entertainment, virtual meetings, tickets, hotels, airlines, ground transportation plus more...
Debi Scholar, GLP, GTP, CMM, CMP, SSGB, CTE, CTT, CBST
• Author, Crisis
Management Handbook (2013)
• Author, Strategic Meetings Management: The Strategy Quick Reference Guide
(2011)
• Co-Author, Strategic Meetings Management Handbook (2011)
• The 25 Most Influential People in the Meetings Industry (2013)
• Meetings
Management Mover and Shaker as selected by Corporate and Incentive Travel
Magazine (2010)
• Top 20 Changemaker who influenced the meetings management industry by
Corporate Meetings and Incentives (2008)
• Best Meeting Practitioner as selected by Business Travel News (2007)
The opinions expressed in this message and/or any attachments are those of the author and not necessarily those of American Express., its subsidiaries and affiliates. There is no guarantee that this message is either private or confidential, and it may have been altered by unauthorized sources without your or our knowledge. Nothing in the message is capable or intended to create any legally binding obligations on either party and it is not intended to provide legal advice. Debi Scholar and American Express accept no responsibility for loss or damage from its use, including damage from virus.
In the last blog post, I talked about the 3 books that were on my hard drive. A few more edits and they will become a reality! I expect by end of May. "Your SMM Toolkit" Book is currently at 536 pages! Where in the heck did I get all that information from? Geeze. I still have more to go and I need to move sections around for a more logical flow. It will be ready soon!
In addition to the numerous chapters in my books, I'm also starting a new chapter in my life! I have been considering a return to the corporate world for awhile and was looking for the right fit. When I was in the training and development field, two of my clients were Dean Witter and PwC. Both hired me...so to continue that same journey...one of my clients offered me a role as Director of Managed Meetings Strategies. And, I'm excited to be starting that journey today with American Express!
Blog will continue! Thank you for reading my blog and supporting me. I SO enjoy working with every one of you!
Debi Scholar
A BIG THANK YOU to all of the meetings and travel leaders who continue to support me through the T&E blog, LinkedIn groups, client engagements and most important, your friendship.
Thank you for visiting the T&E Plus Blog on expense management, travel management, business meetings, events, incentives, strategic meetings management, entertainment, virtual meetings, tickets, hotels, airlines, ground transportation plus more...
Debi Scholar, GLP, GTP, CMM, CMP, SSGB, CTE, CTT, CBST
• Author,
Strategic Meetings Management: The Strategy Quick Reference Guide (2011)
• Co-Author, Strategic Meetings Management Handbook (2011)
• Meetings Management Mover and Shaker as selected by Corporate and
Incentive Travel Magazine (2010)
• Top 20 Changemaker who influenced the meetings management industry by
Corporate Meetings and Incentives (2008)
• Best Meeting Practitioner as selected by Business Travel News (2007)
Three years ago, I had a conversation with a meetings supplier who was interested in offering Strategic Meetings Management Services. He asked, "Don't we just have to install a meetings management technology system and then we are finished?" I put the phone on mute, said a few words in shock, and took a deep breath and said, "uummm…..no, there are quite a few more things to do." With that, I developed the 70 Services of Strategic Meetings Management (SMM) in 2010 because I knew that many people thought the same thing. Download 70 Services-SMM Organizational Readiness Assessment©
I have presented my 70 Services of SMM numerous times at conferences, and thought it was posted on my blog (it is now!). If you are a buyer, consider asking for these services from your supplier. If you are a supplier, you should be seeing dollar signs in your eyes right now because you can offer these services with the right guidance. It is in the form of a Readiness Assessment so that you can identify which services should be offered first due to priorities.
The same year (2010), in part because of my conversation with this business leader who did not know the components of SMM, I created the SMM Strategy Articulation Map of the dimensions that should be considered when developing an SMM plan and wrote about it in my November 7, 2010 blog here. (You can also download the maturity model and map) Between the Articulation Map and the 70 SMM Services, it was clear to me that a fully mature SMM Program had many components.
Why is all of this important to you? Even though some organizations want to stay at an SMM Lite Program, others are clamoring for "What is Next?" I created the Strategy Articulation Map (in 2010) because it seemed as if no one was really including some key components of SMM that I thought were extremely important such as meeting content design, virtual meetings, ROI, funding models, and corporate social responsibility – to mention a few items. As a certified trainer in three areas* and a meeting strategist, it is important to include content design as part of a successful program. In fact, I discuss meeting content and ROI in these blog posts dating back to May 31, 2009, January 24, 2011, February 12, 2012.
For this posting today, I extracted the SMM Dimensions out of the SMM Strategy Articulation Map; they are illustrated below.(Click on it for a bigger picture)
So, imagine my surprise when a writer asked me yesterday if I thought that meeting content and design should be considered a part of SMM. ABSOLUTELY. In fact, maybe it is just this blonde head of mine, but I have always thought of content, virtual meetings, ROI, CSR, etc., as key dimensions in SMM. Was I the first one to include these components years ago? Probably not, but it seems as though some people in the industry are catching up. Not that every organization needs to include all the SMM dimensions, but why not? These all contribute to epic meetings programs. If your organization wants to stay at an SMM Lite—it's your program. Make it whatever you want to make it. Although, this isn't the first time I have been shocked at information brewing in the industry. Some recently claimed that the first Meetings Management RFP was posted by an industry association. Not. First one was posted here, on this blog, last year, November 8, 2012, months before anyone else posted an RFP.
As you know, I love to share what is on my hard drive. And, there are three books that will be available on Amazon by end of May. One, over 300 pages, is "Your SMM Toolkit" which has plenty of my tools, templates, and secrets. I'm very lucky to have a couple of CEOs who have endorsed the book as well as other industry icons. Another is the "Crisis Management Handbook," and the last is "Meeting Planning Playbook." The SMM Toolkit and Crisis Management Handbook designed covers are complete…the other cover is going through revisions now as we're not fond of the colors / picture (but, we are giving YOU a sneak peak!) A HUGE thank you to Susan Losurdo who co-authored 2 of the 3 books! Look for these books available on Amazon and iTunes by end of May!
*Certified Technical Trainer (CTT), Certified B.A.N.K. Sales Trainer, and Certified to teach Gold of the Desert Kings Course.
Debi Scholar
(908) 304-495
Debi@DebiScholar.com
www.smmbenchmark.com
www.BankWithDebi.com
A BIG THANK YOU to all of the meetings and travel leaders who continue to support me through the T&E blog, LinkedIn groups, client engagements and most important, your friendship.
Thank you for visiting the T&E Plus Blog on expense management, travel management, business meetings, events, incentives, strategic meetings management, entertainment, virtual meetings, tickets, hotels, airlines, ground transportation plus more...
Debi Scholar, GLP, GTP, CMM, CMP, SSGB, CTE, CTT, CBST
• Author,
Strategic Meetings Management: The Strategy Quick Reference Guide (2011)
• Co-Author, Strategic Meetings Management Handbook (2011)
• Meetings Management Mover and Shaker as selected by Corporate and
Incentive Travel Magazine (2010)
• Top 20 Changemaker who influenced the meetings management industry by
Corporate Meetings and Incentives (2008)
• Best Meeting Practitioner as selected by Business Travel News (2007)
In high profile meeting environments where the tools need to match the egos and the expectations, the iPad has captured the audience not only because of its fashionable sophistication, but also because of its practicality. With four generations in our workforce, our fluid environments, and the never-ending pursuit to engage attendees better than our competition, the iPad is engaging all audiences, solving most if not all of these concerns, and is becoming the indispensable tool that your meeting requires.
Do you want to offer more in-depth, engaging education, reach a broader audience, increase your revenue opportunities, and obtain immediate results? You will gain the competitive edge by using these 10 Powerful iPad Strategies for your Meetings and Events.
Continue Reading Article. Download 10 Powerful iPad Strategies for your Meetings and Events by Debi Scholar.
Debi Scholar
(908) 304-4954
Debi@DebiScholar.com
www.smmbenchmark.com
www.BankWithDebi.com
A BIG THANK YOU to all of the meetings and travel leaders who continue to support me through the T&E blog, LinkedIn groups, client engagements and most important, your friendship.
Thank you for visiting the T&E Plus Blog on expense management, travel management, business meetings, events, incentives, strategic meetings management, entertainment, virtual meetings, tickets, hotels, airlines, ground transportation plus more...
Debi Scholar, GLP, GTP, CMM, CMP, SSGB, CTE, CTT, CBST
• Author,
Strategic Meetings Management: The Strategy Quick Reference Guide (2011)
• Co-Author, Strategic Meetings Management Handbook (2011)
• Meetings Management Mover and Shaker as selected by Corporate and
Incentive Travel Magazine (2010)
• Top 20 Changemaker who influenced the meetings management industry by
Corporate Meetings and Incentives (2008)
• Best Meeting Practitioner as selected by Business Travel News (2007)
Excel – a meeting planner's essential tool, but is it? We send out meeting invitations through email, copy the responses into Excel, sort the list of registered names, pair up the shared rooms, categorize by selected activities, and filter the non-respondents. Next, we email our Word or Excel created RFPs, receive the hotel responses, print out the prices, lay the documents on our desk and floor, copy and paste information into our Hotel Cost spreadsheet so that we can evaluate the hotel responses. Geez-o-pete! (I can use that term because I'm from Michigan). I'm tired just typing the steps that we frequently take to get our meetings planned. Didn't even start on our budgets yet!
You are ready for a meeting management technology! Please feel free to Download Meeting Management Technology RFP and price template. Go to Market now! Send your RFP to StarCite, Cvent, Lenos, Arcaneo, SignUp4, Lanyon, eTouches, Certain, and Meeting Evolution. Good luck and if you want any help with your evaluation, contact me.
Debi Scholar
(908) 304-4954
Debi@DebiScholar.com
www.smmbenchmark.com
www.BankWithDebi.com
A BIG THANK YOU to all of the meetings and travel leaders who continue to support me through the T&E blog, LinkedIn groups, client engagements and most important, your friendship.
Thank you for visiting the T&E Plus Blog on expense management, travel management, business meetings, events, incentives, strategic meetings management, entertainment, virtual meetings, tickets, hotels, airlines, ground transportation plus more...
Debi Scholar, GLP, GTP, CMM, CMP, SSGB, CTE, CTT, CBST
• Author,
Strategic Meetings Management: The Strategy Quick Reference Guide (2011)
• Co-Author, Strategic Meetings Management Handbook (2011)
• Meetings Management Mover and Shaker as selected by Corporate and
Incentive Travel Magazine (2010)
• Top 20 Changemaker who influenced the meetings management industry by
Corporate Meetings and Incentives (2008)
• Best Meeting Practitioner as selected by Business Travel News (2007)
Upcoming Speaking Engagements
• StarCite Webinar, "Financial Controls Chaos: The 3 Biggest Mistakes
that C-Level Leaders make regarding Meetings" April date TBD
• Business Travel Association, Jacksonville "Strategic Meetings Management topics," April 25, 2013
• Business Travel Association, Georgia "Strategic Meetings Management topics" May 7, 2013
• Cvent Corporate Meeting Summit, June 5-7, 2013
• Business Travel Association, Arizona "Strategic Meetings Management topics" June 12, 2013
• Meetings and Conventions Magazine webinar, "Strategic Meetings Management Basics" June 19, 2013
• Global Business Travel Association, 2 sessions, August 4-7, 2013
Even with the economic forecast in recovery and spend appears to be accelerating, organizations are still cost-conscious on their meeting and event expenses so much so that three clients have asked me recently for a recipe of my secret savings sauce.
Some of the eleven categories return more savings than others, and one or more ingredients may have been missed, but the formula is fairly comprehensive. Your organization is probably already using many of the ideas.
To support your savings goals, it is recommended that you update your policy with many of the ideas listed below if the approach aligns with your culture. For 12 of the best tools and templates to build, communicate and manage a meeting policy, please click here.
Below, please find the 62 Opportunities to Save Money on Meetings and Events.
62 Savings and Cost Avoidance Opportunities in Meetings and Events |
||||||
A. |
Policy |
Adhere to policy spending guidelines and budget |
||||
1. |
Use a threshold for itemized expenses
|
A policy will drive numerous savings for an organization; for example:
If previous meeting F&B expense was 40% of total budget (for full service meeting) and the new policy states that F&B should not be more than 30% of total meeting expense, it could be a cost avoidance. |
||||
2. |
Use a cost per person per day threshold per meeting type |
Some organizations are using a benchmarked cost per person per day threshold for the type of meeting. E.g. An internal training meeting should not cost more than $$$ per person per day whereas an incentive meeting should not cost more than $$$ per person per day. This will drive cost savings. |
||||
3. |
Use of preferred travel management company |
An organization will save money if one Travel Management Company (TMC) is used vs. numerous companies. Debi often will find multiple TMCs used, with multiple price points, and unused credits with organizations that do not have a policy about using one agency. This single supplier approach to travel management provides for centralized reporting, reuse of airline credits, ability to track meeting / event attendees and lower costs. |
||||
4. |
Adoption to group online booking tool |
If policy states that group travel must be made through online booking tool vs. using a higher priced agent-assisted method, savings will be recognized. |
||||
5. |
Advance notification of meetings to obtain better pricing |
The more lead-time available, generally speaking, the more options on hotel or venue space you will have and an improved ability to obtain reductions in rate and concessions. |
||||
6. |
Use distressed space for last minute meetings to obtain better pricing. |
For last minute meetings, identify hotels with distressed space that want to fill the sleeping rooms and space before they parish without revenue. This will result in cost avoidance. |
||||
7. |
Use of diverse suppliers |
Track and manage spend with certified diversity suppliers which may result in increased business from some clients that require their suppliers to support diversity. Instead of a savings, the contribution to the diversity suppliers spend may be considered part of the ROI calculation.
|
||||
8. |
Charge no-shows |
For no-shows, those scheduled attendees that did neither attend nor notify the meeting sponsor / requester or meeting professionals 24 hours in advance, penalties will be incurred. The penalty amount will be determined by the meeting sponsor / budget holder. The budget holder may recognize a recovery to monies lost.
|
||||
9. |
Before going off-site, check office space |
Meetings/events that are held at the organization’s offices are the “business norm” and conference rooms should always be considered first before going offsite. Offsite meetings / events may be approved if internal space is not available. This policy clause results in actual savings. |
||||
10. |
Conduct an air analysis on meeting locations |
Meetings that include travelers from two or more locations may require an air analysis to determine the lowest cost meeting location. Not many organizations take this important step in determining the most cost-effective location for a meeting. This policy clause results in cost avoidance. |
||||
11. |
Close the registration |
When the organization closes the meeting registration a couple of days before the meeting start date (e.g. 2 or 3 days), the organization may not have to secure overflow properties that will result in additional costs. [Note to reader: if gaining more attendees is the priority, then obviously this statement is not necessary].
|
||||
12. |
Identify special needs in advance |
Identify the special services needed in advance so as not to pay premium prices (e.g., meditation rooms, lactation rooms, language translators, sign language translators, etc.).
|
||||
13. |
Clarify if guests, companions and children are allowed to accompany attendee |
Too many times, Debi has found extra unnecessary spend at a meeting because an attendee funded their spouse and / or children without approvals. A policy should state whether an attendee is allowed to bring guests, companions, or children. |
||||
B. |
Demand Management |
Manage the demand of services by reducing requirements, reducing frequency, encouraging substitution, or obtaining approvals. |
||||
14. |
Reduce length of meetings by using virtual technologies |
Move from a four-day face-to-face meeting to a two-day meeting complemented with virtual meetings. |
||||
15. |
Reduce the quantity of attendees by using hybrid meetings |
Reduce the quantity of travelers to a face-to-face meeting by using virtual technologies for a hybrid meeting (both face-to-face and virtual at the same time). |
||||
16. |
Eliminate non-essential meetings / one-day meetings |
One-day travel meetings, with purposes such as training, project management, or non-client related, may be transitioned to a virtual meeting. |
||||
17. |
Reduce / lower demand of product or service |
There are too many options here to list them all. Below are a few samples:
|
||||
C. |
Control and Compliance |
Monitor policy, behaviors, suppliers |
||||
18. |
Meetings routed through approval |
Route all or meetings over a certain spend threshold through an approval process. Meetings that do not align with the organization's goals could be denied. Note that small meetings under the threshold for approval may result in high spend. |
||||
19. |
Reduction in spend via audits of staff and suppliers to agreed upon contracts |
If staff are not using the preferred suppliers for meetings (e.g. hotels, ground, audio-visual), then the rates may be higher than necessary. |
||||
20. |
Proper rate loading or receiving the right group rates as agreed to in contract |
If there was an agreed upon master discount with a chain or supplier (e.g. 10% off all F&B for the most used 20 Hotels in the Chain for Meetings), and if those discounts are not given, then an audit may result in added savings. |
||||
D. |
Sourcing
and |
Negotiating and contracting with suppliers per meeting and for the organization-wide meetings program |
||||
21. |
Improved negotiations per meeting |
Improved negotiations with hotels / venues on rates, concessions, minimums, and guarantees. There are too many opportunities here to mention them all but everything is negotiable. Ask Debi for her thorough master contract and concessions, which include hundreds of places to save money.
|
||||
22. |
Use non-peak room nights |
Use non-peak room nights to reduce costs |
||||
23. |
Use off-season locations / hotels |
Use off-season locations / hotels to reduce costs |
||||
24. |
Multi-year contracts |
When an organization has a recurring program, there may be savings in contracting a multi-year contract. Debi has recognized 5-8% on guest rooms and a 10-15% on F&B when negotiating a multi-year contract vs. a one-time meeting contract. |
||||
25. |
Share rooms |
Not popular, but many organizations still require attendees under a certain level of title to share rooms to reduce sleeping room costs. |
||||
26. |
Cluster meetings from multiple properties to fewer properties, overlapping if possible |
If an organization has meetings in Chicago, Oak Park, and Evanston, Illinois, (all cities within a 20-mile radius) and they are held in May and June at three different properties, it is possible to cluster them into one property to improve efficiency and reduce spend. |
||||
27. |
Move meetings to conference centers with Complete Meeting Packages (CMPs) |
Combining all F&B, AV, meeting space and sleeping rooms into one price will often reduce the cost of the meeting. |
||||
28. |
Use an RFP process for preferred group hotels |
By reviewing an organization's total group spend at hotels, it will become obvious which chains and properties are most frequently used. Work with the chain or property to obtain standard group rates, discounts, and concessions with the understanding that the sourcing team will always have the right to continue negotiating once a meeting is on the calendar. |
||||
29. |
Move market share toward preferred transient and / or preferred group hotels |
A preferred agreement with a hotel chain, brand, or property will result in improved discounts. Moving market share towards those preferred properties will decrease costs overall. |
||||
30. |
Leverage group spend with transient volume and spend |
At the chain or property level, discuss the total volume and spend that your organization is bringing to the table, and either on the transient side, or group side, or both, additional discounts will be available. With one mid-size client, they did not have enough spend to negotiate at the chain level, but they did have enough transient and group business at 15 select properties. All properties were willing to lower their transient rates and provide additional meeting concessions. |
||||
31. |
Use an RFP process for preferred ground transportation providers |
By reviewing an organization's total ground transportation spend, it will become obvious which cities and suppliers are most frequently used. Go to RFP using your total volume nationwide or by city, to obtain standard annual rates and discounts, with the understanding that the sourcing team will always have the right to continue negotiating once a meeting is on the calendar. Another option is to negotiate some group movements with your preferred rental car agency for improved discounts. |
||||
32. |
Use an RFP process for preferred audio-visual providers |
By reviewing an organization's total ground transportation spend, it will become obvious which cities and suppliers are most frequently used. Go to RFP using your total volume nationwide or by city, to obtain standard annual rates and discounts, with the understanding that the sourcing team will always have the right to continue negotiating once a meeting is on the calendar. Another option is to negotiate some group movements with your preferred rental car agency for improved discounts. |
||||
33. |
Use an RFP process for preferred meeting management company providers |
By reviewing an organization's total spend with external meeting sourcing, planning and management companies; it will become obvious which suppliers are most frequently used. Go to RFP using your total volume to obtain improved rates. It is important to understand the 10 different pricing models that could be used with these companies and which one would suit your organization best. |
||||
34. |
Use an RFP process for preferred destination management company providers |
By reviewing an organization's total destination management company spend, it will become obvious which cities and suppliers are most frequently used. Go to RFP using your total volume nationwide or by city, to obtain standard annual rates and discounts, with the understanding that the sourcing team will always have the right to continue negotiating once a meeting is on the calendar. |
||||
E. |
Planning |
Negotiate pre-meeting and during meeting |
||||
35. |
Negotiate pre-meeting and during meeting
These categories could also be included under "Sourcing" however, for those organizations that separate hotel sourcing from planning sourcing, Debi has categorized these planning suppliers separately. |
During the planning stages, negotiate improved rates and concessions with the following:
|
||||
36. |
Buy vs. rent common AV equipment |
Many organizations will use their own AV equipment for local meetings because buying and reusing is far cheaper than renting. |
||||
37. |
Reduce F&B spend by Rebates through Dinova |
Restaurants through Dinova By signing up with Dinova, meeting planners will receive rebates back to their budgets or to another corporate budget by using restaurants that are in the Dinova program. |
||||
38. |
Reuse and go green |
Reuse, eliminate or make electronic- content, collateral, signs which may cost more for the first meeting, but will return high valued savings meeting after meeting
|
||||
F. |
Resource Management |
Managing the people involved with meetings |
||||
39. |
Reduce quantity of resources / gain efficiencies |
Numerous ad-hoc planners are in place at most organizations with administrative assistants, coordinators, and professional, high-priced resources planning meetings. With a resource analysis study, an organization often can reduce the quantity of resources needed by removing the meeting planning tasks. Use the right priced resources, in the right capacity, at the right time, in the right location. Many companies are using ad-hoc inexperienced people who perform a task in six hours sitting in a high-priced office vs. using an experienced planner who can perform the work in two hours in a low-priced, virtual location. |
||||
40. |
Reduce duplication of effort |
Numerous ad-hoc planners spend many hours creating Excel and Word forms, checklists, and other processes that could be replicated throughout an organization. Instead, each person often has their own method, thereby costing hundreds of hours of resource time. |
||||
41. |
Use the right ratio of onsite staff |
Use the right ratio of onsite planners to reduce costs. For example, some organizations state that onsite planner assistance may be requested if the meeting/event is over 100 attendees or for certain types of meetings with less than 100 attendees. Or, the organization may use a ratio of 1 onsite planner for every 50 attendees as a common metric; some meetings/events require more or less onsite planners. Using common sense without over-resourcing, use the meeting planner's guidance as to the right number of onsite staff, recognizing that most meeting planners work 12-14 hour days onsite. |
||||
42. |
Use local resources |
Use local travel directors (onsite staff) vs. paying for meeting planners to travel to location. However, some meeting planners that have been involved throughout the planning stages are necessary to go onsite. |
||||
G. |
Technology |
Automating and using technology to streamline activities |
||||
43. |
Automate tasks for improved efficiencies |
Automating tasks through the use of Meetings Management Technology will:
Many tasks may be automated. Some include:
|
||||
44. |
Limit meeting management technologies |
Organizations should only allow one major meeting management technology be used throughout the organization to save money and strategically align the data captured within the tool. If another tool is used because of functionality or another reason, then the data should be integrated into one of the technologies or into a business intelligence system. Debi has found multiple disparate technologies used in hundreds of organizations that cost these firms millions of unnecessary dollars. |
||||
45. |
Integrate technologies for improved efficiencies |
Integrate the meeting management technology with the online booking tool to automate arrivals / departure manifests. This will reduce the time that planners need to compare travel manifests to attendee lists, which often takes a long time. |
||||
46. |
Integrate technologies for improved efficiencies |
Integrate the meeting management technology with the learning management system to automate the transfer of information between a) who is attending a learning program, b) who actually attended the program, and c) who is allowed to obtain credits from attending the program. |
||||
47. |
Integrate technologies for improved efficiencies |
Integrate the meeting management technology with the mobile apps to automate the transfer to engagement metrics back into the meeting management technology for reporting purposes. |
||||
48. |
Integrate technologies for improved efficiencies |
Integrate the meeting management technology with the enterprise resource planning technology to report meeting spend. |
||||
49. |
Reduce costs of connectivity at meetings |
Consolidate IT connectivity of all meetings in hotels and other venues. Many cost-reduction techniques are taking place today to make connectivity more affordable. |
||||
H. |
ROI, ROO, ROE |
Measure the value of your meeting |
||||
50. |
Obtain the investment in a quantifiable deliverable |
Integrate the meeting management technology with the customer relationship management technology to show the value that meetings with clients have on the revenue received from those clients. |
||||
51. |
Prove value by ensuring the meeting / event achieves objectives using measurable metrics |
ROI can be measured and offer savings by:
|
||||
I. |
Payment and Recovery |
Use the right payment method, collect commissions, and reduce costs of invoices by uncovering disputes |
||||
52. |
Using point accruing corporate cards to pay for meetings
|
When an organization allows its employees to collect membership rewards points on the corporate card spend, and when the corporate cards are used to pay for meetings, the organization pays for its level of participation in the point program. As a result, the organization pays the financial services company for the membership rewards point earned by the person who uses the card to pay for a meeting. And, the person usually keeps the membership rewards points for personal gain. Savings can be recognized by paying for meetings using a Meetings Card or P-Card. Debi will show you how to calculate this savings.
|
||||
53. |
Using checks through Accounts Payable to pay for meetings |
When the National Association of Purchasing Card Professionals (NAPCP) analyzed the cost of the traditional purchase order process to that of the purchasing card process, the estimated savings was $63.04 per transaction and 25 steps were eliminated in the process, which improved efficiency and sped up supplier payments. |
||||
54. |
Commissions received |
Hotels and other hospitality suppliers will offer commissions on the rates, usually called commissionable rates. Sometimes, the commissionable rates and the non-commissionable rates are the same, and it is possible to use the lowest rate, yet still earn commissions, which are usually ten percent in the United States in the hotel industry. To collect commissions from hotels, airlines or other suppliers, it is usually necessary to become a Corporate Travel Department (CTD), which can be done through the Airline Reporting Corporation (ARC) at their website. |
||||
55. |
Reduce or eliminate penalties
|
Penalties are incurred by unfulfillment of the meeting whether it be by a cancelled meeting or a meeting that failed to meet the attendance requirements set forth in the contract (attrition). Many organizations incur these penalties yet if the contract is written correctly, it is possible to reuse the money paid (credits) for future meetings. Too often, budget holders hoard these credits for their own use and the credits expire.
It is also possible to Collaborate with external partners to share and use penalty credits.
An example of a clause that may be listed in a policy to share credits is:
"For penalties under $100,000, any meeting sponsor within the organization may request use of the credit. Full credit will be given to the meeting sponsor who uses the credit. For penalties over $100,000, the original meeting sponsor who incurred the penalty has a “right of first offer.” The meeting sponsor will have one week to reschedule a meeting/event before the credit is made available to the rest of the organization. The credit will be split between the original meeting sponsor and the new meeting sponsor dependent on negotiations with the supplier."
|
||||
56. |
Deposits |
Deposits should be avoided at all costs but many suppliers require them. At a minimum, do not pay deposits to preferred hotels and make that clause part of the contract. Debi has saved thousands of dollars for organizations by maintaining their money in the bank and collecting interest when not paying deposits. |
||||
57. |
Billing dispute recovery |
Studies show that a significant number of invoices (from hotels and other suppliers) are inaccurate. Yet, many invoices are undisputed and overpayments occur. |
||||
58. |
Recover Value Added Taxes paid |
Meeting professionals and Finance are responsible for obtaining the required documentation to reclaim Value Added Taxes (“VAT”) when meetings/events are held in countries with VAT. This activity will reclaim monies spent.
|
||||
59. |
Use of Meeting Planner Points |
While many organizations are not allowed to collect any meeting planner points from hotels or other supplier due to perception and ethics, some organization are allowed to collect these points.
A clause such as the following in the policy will drive some site visit travel savings and maintain ethical responsibilities. "Meeting planner points may be accepted and accumulated for site visits or other business related travel. Meeting planner points may never be used for personal travel or services. Should meeting planner points be used for personal travel or services, the staff member is expected to reimburse the organization for the value of the points. "
|
||||
J. |
Supplier Relationship Management |
Oversight and two-way mutually beneficial supply chain relationships to maximize value and competitive advantage |
||||
60. |
Supplier risk-based SLA recovery
|
When an organization uses risk-based Service Level Agreements (SLA) and if the supplier does not perform as defined by the Key Performance Indicators (KPIs) in the SLA, then the organization is entitled to credits. |
||||
61. |
Suppliers managing suppliers; transparency in pricing |
When one supplier oversees another supplier's service, the organization may learn from the one of the suppliers that the other is over-charging for services. This model may encourage more transparency in pricing and the suppliers may keep each other honest in oversight and billing for services. |
||||
K. |
Forensics and Fraud |
Use forensic practices to uncover fraud |
||||
62. |
Audit records and encourage staff/suppliers to be aware of, and uncover fraudulent activities |
Fraud is prevalent in meetings and events with cases such as fraudulent expense reports (whereby meeting attendees may be expensing items that were paid for by meeting budgets), and billing fraud (whereby an employee creates a shell company and bills employer for services not actually rendered). According to the Association of Certified Fraud Examiners, and as reported in their 2012 Report, fraudulent billing and expense reimbursements cause significant financial loss. Based on 1,388 cases of occupational fraud that were reported by Certified Fraud Examiners who investigated them, fraudulent billing resulted in 346 cases or 24.9% of all cases with a median loss of $100,000 and expense reimbursements resulted in 201 cases or 14.5% of all cases with a median loss of $26,000. Debi has uncovered thousands of dollars of savings from the findings of numerous fraud cases through forensic research into supplier billings and expense report review. An example of a policy clause to reduce the double expensing fraud would be: "Shuttle services are commonly used for meetings/events. When shuttle services are used, car services, taxis or other transportation modes are not reimbursable." |
Now, use this information to create a C-Level Leader presentation! Use this PowerPoint as an idea-generator! Good luck, and please reach out to me if you have any questions.
Download Sample C-Level Leader Presentation
Debi Scholar
(908) 304-4954
Debi@DebiScholar.com
www.smmbenchmark.com
www.BankWithDebi.com
Download 62 Meeting and Event Savings Opportunities
Link to Webinar on Mid-Management SMM Strategies
Link to Webinar on Pricing Meeting Services
A BIG THANK YOU to all of the meetings and travel leaders who continue to support me through the T&E blog, LinkedIn groups, client engagements and most important, your friendship.
Thank you for visiting the T&E Plus Blog on expense management, travel management, business meetings, events, incentives, strategic meetings management, entertainment, virtual meetings, tickets, hotels, airlines, ground transportation plus more...
Debi Scholar, GLP, GTP, CMM, CMP, SSGB, CTE, CTT, CBST
• Author,
Strategic Meetings Management: The Strategy Quick Reference Guide (2011)
• Co-Author, Strategic Meetings Management Handbook (2011)
• Meetings Management Mover and Shaker as selected by Corporate and
Incentive Travel Magazine (2010)
• Top 20 Changemaker who influenced the meetings management industry by
Corporate Meetings and Incentives (2008)
• Best Meeting Practitioner as selected by Business Travel News (2007)
Does the thought of pricing meeting management services intimidate you? If you are like most meeting or travel leaders, it does. And, why not, because there are multiple ways to price meeting and event services.
I'm holding an educational webinar tomorrow on how to price meeting / event services and Strategic Meetings Management Services at 12:00 p.m. EDT.
Webinar link: https://attendee.gotowebinar.com/register/3071482782157813248
This incredible session will provide you with facts and
subsequent actions that you can take immediately to impact your pricing for
meetings management services. After this session, you will be able to:
• Learn the different pricing models used in the meetings market
• Develop scenarios to compare the pricing models used
• Learn the 3-step formula for securing the right Meeting Management
Company (MMC) by using the industry's first, comprehensive MMC RFP
NOTE: For Full Screen Video, click HERE.
Here is a teaser...
And, if you decide you want to move forward with the Meeting Management Company Pricing Toolkit, this is what you will get:
We provide you with two documents, which includes almost 60 pages:
a) Meeting Management Company RFP for organization-wide services (41 pages in Word)
b) Excel Workbook with 18 worksheets which include:
1. 20 Questions to Ask to Identify the Right Resource Model
2. Meeting Activities – Worksheet to use when determining to Outsource vs. Insource
4. Per Person Worksheet
5. Using Hotel Commissions plus Planning Charges worksheet
6. Hourly fees worksheet
7. Per Person and Per Service (buffet or menu based pricing) worksheet
8. Revenue Share example
9 Full Time Equivalents covered by Commissions
10. Full Time Equivalent example pricing itemized
11. Diagram of Skillsets required
12. Meeting Complexities
13. Meeting Scenario Notes
14. Meeting Scenarios for Pricing
15. SMM Activity 1
16. SMM Activity 2
18. Time Tracking per week
I enjoy helping people with their programs and these tools took me numerous hours to create. Hopefully, someone else will get some use from them too! Here is a link: Meeting Management Company Toolkit
Next webinar: Mid-Market Strategic Meetings Management Programs, March 27 at 12:00 pm EDT.
Day 400 - Still cannot get LinkedIn to find a solution so that I may change my LinkedIn profile. Frustrating!
LINK to Newsletter - Click Here
Hope to see you at the Pharma Forum next week where I will be presenting one session and moderating two sessions. Also, look for me at upcoming Jacksonville, Arizona and Georgia BTA.
Debi Scholar
(908) 304-4954
Debi@DebiScholar.com
www.smmbenchmark.com
www.BankWithDebi.com
A BIG THANK YOU to all of the meetings and travel leaders who continue to support me through the T&E blog, LinkedIn groups, client engagements and most important, your friendship.
Thank you for visiting the T&E Plus Blog on expense management, travel management, business meetings, events, incentives, strategic meetings management, entertainment, virtual meetings, tickets, hotels, airlines, ground transportation plus more...
Debi Scholar, GLP, GTP, CMM, CMP, SSGB, CTE, CTT, CBST
• Author,
Strategic Meetings Management: The Strategy Quick Reference Guide (2011)
• Co-Author, Strategic Meetings Management Handbook (2011)
• Meetings Management Mover and Shaker as selected by Corporate and
Incentive Travel Magazine (2010)
• Top 20 Changemaker who influenced the meetings management industry by
Corporate Meetings and Incentives (2008)
• Best Meeting Practitioner as selected by Business Travel News (2007)
*Debi is
proud to be a regular contributor to Business Travel Executive Magazine.
*Debi is proud to be one of only seven 2011 Editorial Board members for Hotel
Business Review at http://www.hotelexecutive.com/ for Conferences
& Meetings.
*Debi created two LinkedIn groups (GBTA SMM and T&E Plus) that
now claim over 3,000 worldwide members combined.
Do you want to save time, be more productive, and get that darn Meeting Policy written now? What should go into your meeting policy? How much will your Organization SAVE if people follow the policy? What is your project plan timeline? What is your communication plan to ask your stakeholders to review the policy, and then roll it out? How will you track compliance?
Attached is the document titled, "80 Components to a Meetings Policy" that I have delivered to numerous audiences over the years. From this document, I use a Meetings Policy Template to build policies with my Clients. Some Clients want short policies; others want much longer versions.
Download 80 Components that make up a Meeting Policy by SCG
Download Meeting Policy Template by Scholar Consulting Group
The Powerful Meeting Policy Toolkit, designed to provide you with standard processes and a structure, will give you and your team the opportunity to learn about meeting policies in order to demonstrate your expertise in your organization. From years of developing policies, the toolkit offers you the freedom from sitting at your desk and agonizing over language when instead, you would prefer to be doing something far more exciting! Use my experience and expertise to your advantage.
After a few requests, I have put together a package of 12 of my tools and templates for you if you want to develop your meeting policy. The toolkit, available here, includes:
80 Components of a Meeting Policy – Word and PowerPoint
1 Meeting Policy Development Template – Word
3 Sample Meeting Policies - Word
1 Frugal Travel Leaders Policy (just for fun) - Word
1
Communication Memo when rolling out your policy - Excel
1 Project Plan to Develop Policy - Excel
1 Compliance document - Word
1 Estimated Savings Worksheet – Excel
1 SMM Program Savings Worksheet – Excel
For the Powerful Meeting Policy Toolkit, click here.
NOTE: Day 390 and LinkedIn still has not solved my inability to edit my LinkedIn Summary on my profile page. Frustrating.
Debi Scholar
(908) 304-4954
A BIG THANK YOU to all of the meetings and travel leaders who continue to support me through the T&E blog, LinkedIn groups, client engagements and most important, your friendship.
Thank you for visiting the T&E Plus Blog on expense management, travel management, business meetings, events, incentives, strategic meetings management, entertainment, virtual meetings, tickets, hotels, airlines, ground transportation plus more...
Debi Scholar, GLP, GTP, CMM, CMP, SSGB, CTE, CTT, CBST
• Author,
Strategic Meetings Management: The Strategy Quick Reference Guide (2011)
• Co-Author, Strategic Meetings Management Handbook (2011)
• Meetings Management Mover and Shaker as selected by Corporate and
Incentive Travel Magazine (2010)
• Top 20 Changemaker who influenced the meetings management industry by
Corporate Meetings and Incentives (2008)
• Best Meeting Practitioner as selected by Business Travel News (2007)
If you're a regular reader, you know I love Virtual Meetings and started the PwC Virtual Meetings Department in 2002 – 11 years ago. Considering technology advancements and timelines, 11 years ago is like the era of using horse and buggy to travel. Now, we're combining Virtual Meetings, Travel, and Meetings with our Global Distribution System provider / Online Booking Tool … Sabre / GetThere. Amazing. What a GREAT time to be in this fascinating industry!
To build your business case for Virtual Meetings, please download my whitepaper here:
Download Creating a Virtual and Meeting Event Strategy by Debi Scholar
We know that virtual / hybrid meetings are here to stay, and my previous PwC Virtual Meetings team has increased the quantity in their department to focus on Virtual Meetings, delivering thousands every year. The integration of Travel and Video Conferencing helps manage Travel and Meeting expenses and increase ROI on technology investment. In fact, while consulting at PwC, I helped a major worldwide organization decrease their travel expenses and use the savings to update and increase their virtual meeting technologies. (Fun Project!)
Fast forward, GetThere, the world's leading travel and collaboration management solution, has signed an agreement with one of my clients, Harman International, to make Sabre Virtual meetings technology available to Harman employees worldwide.
Excerpts from the Press release follow:
“Virtual Meetings is a powerful new travel management mechanism,” said Sally Abella, director of Global Corporate Travel for Harman International. “Like most companies, we want to control our travel spend, yet we all know that travel is crucial to growing the business. By using video conferencing for more internal meetings, we can strategically redirect travel spend to trips that are customer-facing and sales focused.”
“Demand for video conferencing is increasing exponentially and more and more IT departments are called upon to support this demand,” said Thomas Blanchet, director of IT Infrastructure Architecture at Harman International. “Sabre Virtual Meetings gives our employees a way to easily reserve and connect video conferencing rooms in a secure and reliable enterprise-wide environment.”
“Sabre Virtual Meetings solves these challenges with an easy-to-use, global scheduling system. Room availability, compatibility, and connectivity are all seamlessly verified, so employees know where to book, what’s available and what to do when they show up to a meeting,” said Suzanne Neufang, president of GetThere and Sabre Virtual Meetings. “Our Virtual Meetings solution also enables public room and partner room access for those companies looking to maximize visual collaboration.”
Sabre Virtual Meetings is the only solution providing enterprise-wide, secure access to private and partner video conferencing rooms as well as a global network of over 4,000 public rooms. Similar to online travel reservations, all options for a given city pair search are provided in a single, secure booking path. Filtered by company policy and room availability that the corporation explicitly authorizes, employees can choose the room options that best meet their business needs.
Congratulations to Jeremy Stubbs, General Manager of Sabre Virtual Meetings, (and a colleague who participated on the GBTA Groups & Meetings Committee with me), all of the GetThere staff, and of course, Sally Abella at Harman International for continuing to be an industry leader and visionary.
Click here more information on Sabre GetThere Virtual Meetings.
Debi Scholar
Note: Day 390 and LinkedIn still has not solved my inability to edit my LinkedIn Summary on my profile page. Frustrating.