Strategic meetings are evolving. Organizations are assessing how they can establish or enhance a strategic program to achieve global, regional and local goals and objectives, while remaining agile in a continuously evolving environment.
Strategic meetings are evolving. Organizations are assessing how they can establish or enhance a strategic program to achieve global, regional and local goals and objectives, while remaining agile in a continuously evolving environment.
Strategic meetings are evolving. Organizations are asking how they can establish and enhance a strategic program so it delivers a global strategy that aligns to local direction yet remains flexible enough for changing conditions.
Patrick Rush Senior Director, Strategic Meetings Operations, Europe and Asia Pacific
Strategic meetings are evolving. Organizations are asking how they can establish and enhance a strategic program so it delivers a global strategy that aligns to local direction yet remains flexible enough for changing conditions.
Patrick Rush Senior Director, Strategic Meetings Operations, Europe and Asia Pacific
The shift towards flexibility
Meeting professionals have indicated there’s no single pathway to a strategic meetings program. There’s a clear desire among organizations to choose the components that are most relevant to a company’s meeting program based on business goals. This could mean combining processes or adopting meeting technologies. That flexibility extends beyond program needs and is also reflected in expectations around staffing and pricing models, especially for those who are at the early stages of consolidation. Meeting professionals also expressed the need for a dynamic and scalable workforce based on demand.
Modern strategic programs go beyond cost savings and compliance to emphasize the strategic value that meetings provide to audiences. Today's programs use data to align meetings and events with corporate objectives and they provide key stakeholders with visibility into how meetings and events drive business outcomes through reporting and analysis.
Mathieu Bidamant Global Head of Sales, Amex GBT Meetings & Events
The shift towards flexibility
Meeting professionals have indicated there’s no single pathway to a strategic meetings program. There’s a clear desire among organizations to choose the components that are most relevant to a company’s meeting program based on business goals. This could mean combining processes or adopting meeting technologies. That flexibility extends beyond program needs and is also reflected in expectations around staffing and pricing models, especially for those who are at the early stages of consolidation. Meeting professionals also expressed the need for a dynamic and scalable workforce based on demand.
Modern strategic programs go beyond cost savings and compliance to emphasize the strategic value that meetings provide to audiences. Today's programs use data to align meetings and events with corporate objectives and they provide key stakeholders with visibility into how meetings and events drive business outcomes through reporting and analysis.
Mathieu Bidamant Global Head of Sales, Amex GBT Meetings & Events
Key strategic components
Policy language: Our survey reveals that many meeting policies lack specific language about key strategic meeting topics. As an example, less than half of those surveyed include safety and security, meeting planning technology, and approval processes in their policies.
Group air travel: This is a core part of a consolidated meeting program, accounting for 53% of bookings, according to our research findings. The most frequent way to manage group air travel is through the same provider that handles transient travel. In doing so, companies benefit from reduced airfares and crisis management at the point of need.
Opportunities to improve: Meeting professionals stand to gain from acting on their strategic meeting agenda, yet less than half have set up approval processes in most meetings. And when it comes to adopting key strategic components – including technology, centralized contracting and small, simple meetings – progress appears to be slow.
Strategic components used by meeting professionals1
meeting approval processes.
specific technology or software for managing meetings.
centralized staff for meeting planning and execution.
centralized contracting with preferred vendors.
inclusion of small, simple meetings.
sustainability.
inclusion of virtual and hybrid meetings.
- Components used in 80% or more of meetings
We believe that airlines should be working in close partnership with TMCs to understand and provide solutions that meet the evolving strategic needs of clients. What is critical for us is working collaboratively with convention bureaus and hotel partners to streamline the MICE segment offering with a holistic solution.
Matt Raos Senior Vice President Sales, Qatar Airways
Key strategic components
Policy language: Our survey reveals that many meeting policies lack specific language about key strategic meeting topics. As an example, less than half of those surveyed include safety and security, meeting planning technology, and approval processes in their policies.
Group air travel: This is a core part of a consolidated meeting program, accounting for 53% of bookings, according to our research findings. The most frequent way to manage group air travel is through the same provider that handles transient travel. In doing so, companies benefit from reduced airfares and crisis management at the point of need.
Opportunities to improve: Meeting professionals stand to gain from acting on their strategic meeting agenda, yet less than half have set up approval processes in most meetings. And when it comes to adopting key strategic components – including technology, centralized contracting and small, simple meetings – progress appears to be slow.
Strategic components used by meeting professionals1
meeting approval processes.
specific technology or software for managing meetings.
centralized staff for meeting planning and execution.
centralized contracting with preferred vendors.
inclusion of small, simple meetings.
sustainability.
inclusion of virtual and hybrid meetings.
- Components used in 80% or more of meetings
We believe that airlines should be working in close partnership with TMCs to understand and provide solutions that meet the evolving strategic needs of clients. What is critical for us is working collaboratively with convention bureaus and hotel partners to streamline the MICE segment offering with a holistic solution.
Matt Raos Senior Vice President Sales, Qatar Airways
Risk and compliance management remains critical
To better understand how meeting professionals are responding to geopolitical risks, we included risk and compliance in the survey for the first time. Most (75%) meeting professionals view risk and compliance as very or extremely important. And our expert panel agreed these elements are crucial for a comprehensive and resilient strategic meeting framework.
Risk and compliance management remains critical
To better understand how meeting professionals are responding to geopolitical risks, we included risk and compliance in the survey for the first time. Most (75%) meeting professionals view risk and compliance as very or extremely important. And our expert panel agreed these elements are crucial for a comprehensive and resilient strategic meeting framework.
Thinking strategically is a must for health science companies
In a complex and closely regulated sector like health sciences, meeting professionals have plenty to consider when planning: compliance-friendly destinations, transfer of value reporting, meal caps for healthcare. On top of all these considerations, they need to deliver memorable experiences that differentiate their brand.
For me, optimization means putting the right resource into the right place for the right cost. We’ve already piloted the placement of administrative agency activities into operational hubs. Amex GBT is supporting us by assigning specific activities to specialists, focused on areas such as venue sourcing, transfer of value and reconciliation, freeing up the team to prioritize meetings management and stakeholder interaction.
Toby Guest Associate Director, Worldwide Events & Meetings, Bristol Myers Squibb
Thinking strategically is a must for health science companies
In a complex and closely regulated sector like health sciences, meeting professionals have plenty to consider when planning: compliance-friendly destinations, transfer of value reporting, meal caps for healthcare. On top of all these considerations, they need to deliver memorable experiences that differentiate their brand.
For me, optimization means putting the right resource into the right place for the right cost. We’ve already piloted the placement of administrative agency activities into operational hubs. Amex GBT is supporting us by assigning specific activities to specialists, focused on areas such as venue sourcing, transfer of value and reconciliation, freeing up the team to prioritize meetings management and stakeholder interaction.
Toby Guest Associate Director, Worldwide Events & Meetings, Bristol Myers Squibb
Our view
The industry is moving towards more flexible, technology-driven programs that emphasize sustainability and risk management. We see a growing need for customizable solutions and a dynamic workforce that can scale up or down to meet changing demands. Continuous optimization and precise policy definitions are necessary to bridge the gap between perceived and actual program maturity, enabling more effective and resilient meeting management.
Our view
The industry is moving towards more flexible, technology-driven programs that emphasize sustainability and risk management. We see a growing need for customizable solutions and a dynamic workforce that can scale up or down to meet changing demands. Continuous optimization and precise policy definitions are necessary to bridge the gap between perceived and actual program maturity, enabling more effective and resilient meeting management.
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