In the previous edition of Keeping it Simmple, I discussed the Linkage to Leadership and how to start down the path of getting a seat at the table. Gaining approval to deploy a Strategic Meetings Management program at your organization is a great start, but you need to deliver on the promise of what the SMM can do for your company in order to earn that seat at the table. The strongest way to validate that you have delivered on the promise of the SMM is to demonstrate Material Metrics to prove the value of the program. When I use the term material in this instance, I am referring to material metrics as being substantial metrics.  

This means that as you design your program, you would need to determine a number of metrics for the SMM, such as:

• Savings or cost avoidance goals
• Volume of meetings entered through the system
• Compliance to the program by staff members
• Satisfaction rating by those who use the program
• Hotels used most frequently  

Once the metrics have been determined and agreed upon, you will need to measure them. This should be done on a monthly, quarterly and annual basis. Not only should the measurement be done on the metrics, but as important, you should be distributing the results to your key stakeholders as frequently as you measure them. We have discussed who the stakeholders are in previous issues of Keeping it SiMMPle, certainly, many of them are in the chain of command we discussed in the previous issue:

• The Director or VP of your department
• The Executive VP of the business unit or area of operation you are associated with 
• The Chief Financial/Procurement Officer (CFO/CPO), and/or Chief Executive Officer (CEO)

You would also want to include other relevant stakeholders in the distribution of your reports:

• Business unit owners who are customers
• Travel manager
• Your team
• Strategic suppliers