In this issue we will focus on the letter C by studying what can positively impact Compliance for your SMMP.

Compliance to the SMMP by individuals in your organization is critical to your success, yet it can be elusive. The saying "if you build it, they will come" does not apply to Strategic Meetings Management Programs. Just because you have implemented tools, processes and technology for your SMMP, it doesn't mean that everyone in the organization will abide by the new program. The level of compliance is a common metric that is measured for the success of SMMP.  If you have low compliance, other outcomes of your program will be low as well; which will affect the overall success of your program. Therefore, time and energy needs to be spent on ensuring you will achieve targeted levels of compliance.

We know, unfortunately, that the majority of programs either have no policy/guidelines or they have a policy or guidelines with no enforcement. All is not lost; there are a number of tactics that can be implemented to increase compliance and adoption. I have personally used several of these tactics as well as having observed them in use by a number of organizations with great success.

One simple, yet highly successful action is to develop a core team of key influencers during the design phase of your SMMP. This group of people will have bought into the idea of the SMMP and can begin spreading positive information about it throughout your organization even before the program is launched. This "pre-market conditioning" really helps with compliance and adoption.  During this development time you should engage an executive sponsor who can help to win acceptance at the higher levels of the organization. While you may not have an official mandate, having the support of senior leadership will help drive compliance from the top down. 

I cannot emphasize enough the need for a comprehensive communication plan that begins in advance of the launch of your SMMP and targets all who will be affected by it. Keep people informed: prepare them for change and after the implementation, be sure to share successes, such as savings achieved. Let them know what is in it for them (for the occasional planner, no more challenging contract negotiations) and the overall benefit to the company (for the company 12-24% cost savings).

Designing SMM processes and procedures that are simple to use, intuitive and provide a better result than what is currently being used will also boost compliance. By developing a program that makes it easier, faster, simpler to use, you will see quick adoption. If you have developed convoluted processes that doesn't make sense to people, they will do their best to avoid the new program. Ask for candid feedback from the planners and make changes that produce constructive improvements.

• Betsy will be speaking at the MPI Northern California Chapter's Annual Conference and Expo on the topic of Creating a Business Plan for your SMMP.  Please join her on Thursday, February 10, 8:30am to 9:30am at the Moscone West Convention Center.
• The Convention Industry Council has released a new edition of the APEX Industry Glossary.  It is available both in print and online at www.conventionindustry.org.
• Stephen Powell, SVP of InterContinental Hotels Group and Arne Sorenson, Pres. & COO of Marriott were the only two hoteliers recognized in the BTN list of Top 25 Most Influential Executives of 2010.

Bondurant Consulting provides the following services:
 

• Assessment of SMMP potential for your organization
   
• Development and implementation of SMMP for meeting & travel managers.
• Training programs for hotel companies and 3^rd party meeting planning agencies which increase their understanding of Strategic Meetings Management, resulting in more successful engagements with clients who are involved with SMMP.
• Support for the RFP response process

Betsy is an alumnus of the University of Nevada, Las Vegas (UNLV) having graduated in 1988 with a Bachelor of Science from the School of Hotel Administration