StarCite Strategic Meeting Management Evaluator

SECTION 1: PROFILE INFORMATION

First Name Required Question

Last Name

Title

Company Name Required Question

Street Address

State

Postal Code

Country

Email Address Required Question

Phone Number

Industry

Total annual revenue for your company ($ billions)

Spend Information [Enter only if known, otherwise leave blank]

1. Total annual global travel spend (in $ millions) [Include transient air, hotel and ground spend]. If only US spend is available, please enter "US" after the number.

2. Total annual global meeting spend (in $ millions) [Include air, hotel and ground]. If only partial data is available enter "P" after the number.

3. What percentage of total meeting spend is managed (sourced through professional meeting planning/procurement depts.)?

Meetings Data [Enter only if known, otherwise leave blank]

4. Total annual number of meetings

5. Total number of meeting attendees

6. What percentage of total number of meetings is managed (sourced through professional meeting planning/procurement depts.)?

7. Meeting Type. Percentage of total meetings that are:

General Business meetings
Client/Exec/VIP mtgs
Incentive mtgs
Training mtgs
Tradeshows (hosted by your company)

8. Meeting size:

Number of meetings < 50 attendees
Number of meetings with 50 to 100 attendees
Number of meetings with >100 attendees

9. Average (air) ticket price for meetings

10. Average daily room rate for meetings

SECTION 2: PROCESS MATURITY ASSESSMENT

2.1 CORPORATE LEADERSHIP AND GOALS ALIGNMENT
SMM Initiatives that have buy-in and support from the executive level of an organization tend to mature and grow in importance. The ability to tie results into corporate goals, earnings per share, or other important metrics will ensure that the initiative is viewed as an integral part of an organization.

2.1.1 Is there an SMM program in place with specific goals?

	Yes
	In the works
	No

2.1.2 Is there an individual leader who is responsible for this initiative?

	Yes
	In the works
	No

2.1.3 Are there tangible measurements in place to track the goals of the initiative?

	Yes
	In the works
	No

2.1.4 Are savings and other key metrics quantified for the corporation?

	Yes
	In the works
	No

2.1.5 Is the SMM program aligned specifically with the corporation’s annual goals process?

	Yes
	In the works
	No

2.1.6 Is there a specific executive sponsor engaged?

	Yes
	In the works
	No

2.1.7 Is there a process of regular review on the meetings data and results?

	Yes
	In the works
	No

2.1.8 Is there a communication feedback process in place to improve quality?

	Yes
	In the works
	No

2.1.9 Are results communicated to meeting planners and stakeholders?

	Yes
	In the works
	No

2.1.10 Is there a continuous improvement process in place that is re-set annually?

	Yes
	In the works
	No

2.2 POLICIES & COMPLIANCE
The framework for an effective SMM initiative is a well designed corporate meetings policy, which includes procedures for one or more of the processes that are described in the policy.

2.2.1 Does your company have a meetings policy?

	Yes
	In the works
	No

2.2.2 Has the policy been approved by senior management?

	Yes
	In the works
	No

2.2.3 Has the policy been communicated throughout the organization?

	Yes
	In the works
	No

2.2.4 Are individuals who plan meetings aligned with the policy?

	Yes
	In the works
	No

2.2.5 Is there a compliance requirement for the meetings policy?

	Yes
	In the works
	No

2.2.6 Do the meeting management companies that do work for your company understand and comply with the policy?

	Yes
	In the works
	No

2.2.7 Do you have standard hotel contracts (or addendum) in place?

	Yes
	In the Works
	No

2.3 TECHNOLOGY EFFICIENCIES
An effective policy should have tools that allow processes to be handled efficiently, and that enable the aggregation of data. Effective tools can be commercial or home grown, but should be widely available throughout the corporation.

2.3.1 Do you have an online attendee registration tool?

	Yes
	In the works
	No

2.3.2 Does the attendee registration tool have an air reservations component?

	Yes
	In the works
	No

2.3.3 Do you have an online tool for sending RFPs to hotels?

	Yes
	In the works
	No

2.3.4. Do you have tools that track all expenses in connection with an individual meeting?

	Yes
	In the works
	No

2.3.5 Do you have tools that roll up data for all registered meetings within your company?

	Yes
	In the works
	No

2.3.6 Do you have a tool that registers meetings data centrally?

	Yes
	In the works
	No

2.3.7 Do you have a self-service tool for booking/sourcing small meetings?

	Yes
	In the works
	No

2.4 SPEND MANAGEMENT
This area deals with they way your company buys travel and meeting accommodations and services. When done effectively on a company-wide basis, cost-savings can be measured and buying power is increased substantially.

2.4.1 Do you have a centralized meetings department or group?

	Yes
	In the works
	No

2.4.2 Do you have a way of recording or registering meetings centrally?

	Yes
	In the works
	No

2.4.3 Do you have a preferred meetings supplier program in place?

	Yes
	In the Works
	No

2.4.4 Do you have a preferred airline program in place?

	Yes
	In the Works
	No

2.4.5 Do you have a total savings goal identified for the company?

	Yes
	In the Works
	No

2.4.6 Do you have meeting-specific payment systems in place, such as a corporate meetings card?

	Yes
	In the Works
	No

2.4.7 Does procurement have input into the processes used for sourcing meetings?

	Yes
	In the Works
	No

2.5 VISIBILITY & CONTROL
A key enabler of success is the degree to which a corporation is able to track and monitor activities and its ability to take corrective action when required.

2.5.1 Does the meetings dept. collaborate with the travel dept. in a consistent, systematic manner?

	Yes
	In the works
	No

2.5.2 Do you track and report on the costs, savings, and results for all meetings across the enterprise?

	Yes
	In the Works
	No

2.5.3 Do you have a corporate meetings calendar?

	Yes
	In the works
	No

2.5.4 Are international meetings and their related costs included in the data compiled?

	Yes
	In the Works
	No

2.5.5 Are international divisions aware of and do they comply with meeting policy created at headquarters?

	Yes
	In the Works
	No

2.6 ADOPTION
Having the policies, processes and tools are effective only when combined with a process that educates planners, communicates the procedures, and measures the effectiveness of the program.

2.6.1 Percentage of attendees registered using Tool

	More than 50%
	1%-50%
	None

2.6.2 Percentage of attendees using Air Booking Tool

	More than 50%
	1%-50%
	None

2.6.3 Percentage of meetings registered using the tool

	More than 50%
	1%-50%
	None

2.6.4 Percentage of meetings sourced using the tool

	More than 50%
	1%-50%
	None

2.6.5 Percentage of planners trained on the tools

	More than 50%
	1%-50%
	None

2.6.6 Percentage of admins trained on the tools

	More than 50%
	1%-50%
	None

2.6.7 Do the meeting management companies that plan meetings for your company use these tools?

	Yes
	In the Works
	No

Role