Join guest presenter Peggy Hemphill of Your Corporate Source for the must-have best practices to achieve SMMP adoption. An SMMP creates a number of challenges, which begin with getting “buy-in” for the program. This session is for those who are preparing to get buy-in, as well as those who may have tried and failed and need to back to the drawing board. Whether you are preparing to get buy-in from executive leadership; various end-user types or supporting suppliers, this session is a must. Participants will learn: -The Do’s & Dont’s of getting buy-in -Why these principles are important -How to apply them If you would like to receive (1) credit hour in Strategic Planning for viewing this webinar, please access it via this link: http://www.signup4.com/resource-center/smm/getting-buy-in-for-a-strategic-meetings-management-program-smmp/

1. GETTING “BUY IN”
for
STRATEGIC MEETINGS
MANAGEMENT PROGRAMS
(SMMP)
APRIL 24, 2013

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