The Evolving Global Meeting Management Strategy

Executive Summary

• Study Methodology
• Profiled Companies
• Five Key Findings: Strategic Meetings Management

Regulations and Guidelines

• Coordinating Compliance on a Global Scale
• Best Practices for Global Compliance

Structure and Strategic Positioning

• Structure, Leadership and Reporting Relationships
• Activities, Timelines and Processes
• Technological Tools

Meeting Planning Resource Allocation

• Figure 1.1: Self-Rating of Company Compliance Policies
• Figure 1.2: The Impact of Regulations on Meeting Planning Efforts
• Figure 1.3: Percentage of Companies Prohibited from Specific Meeting Venues
• Figure 1.4: Meeting Venues in 2007
• Figure 1.5: Meeting Venues in 2007: Medical Device Companies
• Figure 1.6: Meeting Venues in 2007: Biotechnology Companies
• Figure 1.7: Meeting Venues in 2007: Pharmaceutical Companies

• Figure 1.8: Percentage of Domestic Meetings vs. International Meetings
• Figure 1.9: Percentage of Domestic Meetings vs. International Meetings by Company Type
• Figure 1.10: Regions Where Participants Held International Meetings in 2007
• Figure 1.11: Regions Where Medical Device Companies Held International Meetings in 2007
• Figure 1.12: Regions Where Biotechnology Companies Held International Meetings in 2007
• Figure 1.13: Regions Where Pharmaceutical Companies Held International Meetings in 2007
• Figure 1.14: Meeting Locations in 2007
• Figure 1.15: Meeting Locations in 2008

• Figure 2.1: Percentage of Companies with a Meeting Planning Department

• Figure 2.2: Percentage of Companies with Have a Centralized Meeting Planning Department
• Figure 2.3: Meetings that Centralized Teams are Responsible for Planning for Planning
• Figure 2.4: Meetings that Centralized Teams are Responsible for Planning: Medical Device Companies
• Figure 2.5: Meetings that Centralized Teams are Responsible for Planning: Biotechnology Companies
• Figure 2.6: Meetings that Centralized Teams are Responsible for Planning: Pharmaceutical Companies
• Figure 2.7: Departments Overseeing Meeting Planning
• Figure 2.8: Departments Overseeing Meeting Planning: Medical Device Companies
• Figure 2.9: Departments Overseeing Meeting Planning: Biotechnology Companies
• Figure 2.1O: Departments Overseeing Meeting Planning: Pharmaceutical Company
• Figure 2.11: Departments Involved in Decision Making
• Figure 2.12: Departments Involved in Decision Making: Medical Device Companies
• Figure 2.13: Departments Involved in Decision Making: Biotechnology Companies
• Figure 2.14: Departments Involved in Decision Making: Pharmaceutical Companies
• Figure 2.15: Department Lifespan by Company Type
• Figure 2.16: Average Department Lifespan by Company Type
• Figure 2.17: Department Lifespan: Medical Device Companies
• Figure 2.18: Department Lifespan: Biotech Companies
• Figure 2.19: Department Lifespan: Pharmaceutical Companies
• Figure 2.20: Meeting Planning Department Leadership
• Figure 2.21: Meeting Planning Leadership by Department Age
• Figure 2.22: Department Leadership: Medical Device Companies
• Figure 2.23: Department Leadership: Biotechnology Companies
• Figure 2.24: Department Leadership: Pharmaceutical Companies
• Figure 2.25: Department Leadership by Industry Average
• Figure 2.26: Scheduling through the Meeting Planning Department Across All Company Types
• Figure 2.27: Scheduling through the Meeting Planning Department by Company Type

• Figure 2.28: Planned Meetings by Company Type
• Figure 2.29: Planned Meetings: Pharmaceutical Companies
• Figure 2.30: Planned Meetings: Biotechnology Companies
• Figure 2.31: Planned Meetings: Medical Device Companies
• Figure 2.32: Percentage of Meetings Managed by the Meeting Planning Department
• Figure 2.33: Percentage of Meetings Managed by the Meeting Planning Department in 2007, by Company Type
• Figure 2.34: Planned Internal and External Meetings in 2007
• Figure 2.35: Planned Internal and External Meetings in 2007: Medical Device Companies
• Figure 2.36: Planned Internal and External Meetings in 2007: Biotechnology Companies
• Figure 2.37: Planned Internal and External Meetings in 2007: Pharmaceutical Companies
• Figure 2.38: Planned Internal and External Meetings in 2007: Medical Device Companies
• Figure 2.39: Breakdown of Internal Meetings in 2007 by Company Type
• Figure 2.40: Breakdown of External Meetings in 2007 by Company Type
• Figure 2.41: External Meetings in 2007: Medical Device Companies
• Figure 2.42: External Meetings in 2007: Pharmaceutical Companies
• Figure 2.43: External Meetings in 2007: Biotechnology Companies
• Figure 2.44: Determining ROI on Meetings

• Figure 2.45: Technological Tools Leveraged by Meeting Planning Departments
• Figure 2.46: Technological Tools: Medical Device Companies
• Figure 2.46: Technological Tools: Biotechnology Companies
• Figure 2.48: Technological Tools: Pharmaceutical Companies
• Figure 2.49: Percentage of External Meetings in Varying Formats in 2007
• Figure 2.50: External Meeting Formats used in 2007, by Company Type
• Figure 2.51: Internal Meeting Formats used in 2007, by Company Type

• Figure 3.1: Meeting Planning Staffing in 2007 by Company
• Figure 3.2: Meeting Planning Staffing in 2007 by Company
• Figure 3.3: Meeting Planning Staffing Levels in 2007 vs. 2008
• Figure 3.4: Meeting Planning Staffing in 2007 vs. 2008: Medical Device Companies
• Figure 3.5: Meeting Planning Staffing in 2007 vs. 2008: Biotechnology Companies
• Figure 3.6: Meeting Planning Staffing in 2007 vs. 2008: Pharmaceutical Companies
• Figure 3.7: Average Meeting Planning Staffing By Company Type
• Figure 3.8: Department Age by Company Type
• Figure 3.9: Department Age: Medical Device Companies
• Figure 3.10: Department Age: Biotechnology Companies
• Figure 3.11: Department Age: Pharmaceutical Companies
• Figure 3.12: Meeting Planning Staffing in 2007 by Department Age
• Figure 3.13: Average Department Age by Company Type
• Figure 3.14: Spending Changes from 2007 to 2008
• Figure 3.15: Average Spending Changes for 2008 by Company Type
• Figure 3.16: Average Spending Levels by Department Age
• Figure 3.17: Average Spending Levels by Leadership Category
• Figure 3.18: Meeting Planning Spending Levels in 2007 vs. 2008 by Company
• Figure 3.19: Meetings Spending in 2007 vs. 2008: Medical Devices Companies
• Figure 3.20: Meetings Spending in 2007 vs. 2008: Biotechnology Companies
• Figure 3.21: Meetings Spending in 2007 vs. 2008: Pharmaceutical Companies
• Figure 3.22: Average Meeting Planning Spending in 2007 vs. 2008 by Company Type
• Figure 3.23: Average Spend per Meeting in 2007 vs. 2008 by Company Type
• Figure 3.24: Internal Meeting formats Used in 2007, by Company Type
• Figure 3.25: External Meeting Formats Used in 2007, by Company Type
• Figure 3.26: Functions Contributing to Meeting Planning Budget
• Figure 3.27: Meeting Planning Funding Contributions: Medical Devices Companies
• Figure 3.28: Meeting Planning Funding Contributions: Biotechnology Companies
• Figure 3.29: Meeting Planning Funding Contributions: Pharmaceutical Companies
• Figure 3.30: Meeting Planning Funding Contributions by Company Type
• Figure 3.31: Percentage of Companies that Outsource Meeting Planning Activities
• Figure 3.32: Percentage of Meeting Budgets that are Outsourced: Medical Device Companies
• Figure 3.33: Percentage of Meeting Budgets that are Outsourced: Biotechnology Companies
• Figure 3.34: Percentage of Meeting Budgets that are Outsourced: Pharmaceutical Companies
• Figure 3.35: Meeting Planning Outsourcing by Company Type
• Figure 3.36: Outsourced Activities for Meeting Planners
• Figure 3.37: Outsourced Activities: Medical Device Companies
• Figure 3.38: Outsourced Activities: Biotechnology Companies
• Figure 3.39: Outsourced Activities: Pharmaceutical Companies
• Figure 3.40: Percentage of Companies with Preferred Vendor Agreements