More MPP Project Briefs
Examples of Return On Event (ROE)
Meeting planners had
anecdotal information through the grapevine that people in the
field sales force were troubled, that there were serious morale
problems. Yet, the division was one of the fastest growing, most
profitable businesses in the company.
MPP pre-meeting focus groups and a survey
prior to the national sales meeting uncovered an extremely high
degree of personal stress and frustration throughout the national
sales organization due to abnormally high (average 60+ hours per
week) work loads over many months.
The signs of extreme unrelenting stress within
this largely female professional medical sales staff were hidden
from view of sales management, but were seen everyday in their
personal lives; broken marriages, nervous breakdowns, physically
damaging accidents, and more poured out in the confidential focus
The anguish of this field sales force, almost
exclusively women (medical technicians and nurses turned salespeople)
who were afraid to share their feelings with their male sales
managers for fear of being seen as "weak" and "unable
to cut it" was so severe, several broke down in tears in
the interviews and focus groups.
Sales Management, unaware of the extreme emotional
stresses and needs of the sales people, had already designed an
intensive 2 day, 8-hours a day training meeting at a resort site
in Arizona. Wrong.
Based on the MPP research, a very different
meeting design strategy was recommended. Training time was cut
back and replaced with networking, R&R and informal discussion
opportunities with management. The redesign provided attendees
with a much needed respite from their intense job stress. The
balanced agenda and relaxed meeting style gave the entire organization
a much needed "time out" and provided the opportunity
to step back, look at the business and personal issues and to
talk candidly about how things might be changed.
Pre-event MPP services included conduct of
6 executive interviews, 6 tele-focus sessions and a 60-question-survey,
reporting of findings and strategic meeting recommendations.
Post-event MPP included the conduct of a 60
question survey with a full report package plus a Return On Event
Post-Meeting Return On Event (ROE):
(ROE represents the total percentage
shift on a question from pre-meeting to post-meeting.)
Attendee satisfaction and ROE on this event
were very high:
- 147% ROE on the sales force's satisfaction
that their leadership understands what people are experiencing
and feeling about their jobs
- 90% ROE on satisfaction that the company
is a unified team working together
- 69% ROE on satisfaction with recognition
- 62% ROE on confidence in achieving sales
- 56% ROE on satisfaction with morale in
the work group
- 45% ROE on satisfaction with organizational
- 71% increase in the sales force's confidence
in meeting/exceeding their objectives for next year
years of financial instability had created a negative image in
the marketplace, loss of market share and severely declining profitability.
Dealer morale was low. Dealers were critical of family mismanagement
and cynical about the future. Dealers' investment in the brand
was limited to 30-90 day agreements while the industry standard
was one-three year contracts.
A new president was brought in from the outside.
He decided to employ the MPP as the means to develop a national
dealer meeting that would help him start turning things around
in terms of the company's relationship with its dealers.
Pre-event conduct of 4 structured dealer telephone
interviews, four tele-focus group sessions and a 59 question survey
with "Client" dealers to identify their attitudes, perceptions, confidence
and commitment levels and investment intentions regarding the
"Client" brand and management plus their needs, concerns, preferences
and suggestions for the upcoming meeting.
Pre-meeting MPP research found that many of
the largest dealers had a long-standing personal commitment and
affection for their business and the "Client's" unique technology.
In many cases, it was the "Client" brand with which they started
their business years ago. But, they were soured by what they perceived
as the family's mismanagement over years that had dragged down
the brand and the company. They were receptive to the idea of
new outside leadership that would invigorate the "Client" business.
It was clear that the challenge of the dealer
meeting was to convince these core large dealers that a new era
for "Client" was being planned and implemented by the new president
and his new leadership team. Every pre-event, meeting agenda item,
core meeting experiences and post-meeting follow through initiatives
with these dealers was focused on winning their confidence and
commitment to reinvest in their "Client" business.
In fact, if these core dealers left the meeting
still disappointed and disaffected and with no greater investment
and brand support intentions than they had before the meeting,
it was doubtful the company would survive much longer.
Post-event conduct of a 67 question survey
to determine the dealers' satisfaction with the meeting and their
attitudes, perceptions, confidence and commitment levels and investment
intentions regarding the "Client" brand and "Client" management.
Post-Meeting Return On Event (ROE):
- "Client's" annual sales increased by 10% when
98% of the dealers signed up their first annual purchase agreement
at the meeting.
- 86% of the dealers increased their confidence
levels regarding "Client's" business growth
- 85% are confident their "Client" business
will increase in coming year
- 79% state that the meeting addressed their
most important concerns
- 76% of attending copier dealers changed
their commitment and investment levels at the meeting
- 72% of the dealers had improved perceptions
and attitudes towards the company
- 72% are confident of "Client's" consistent
- 52% increased their investment intentions
The meeting accomplished its critical
objectives. The dealer network recommitted to their "Client" business,
and "Client" stayed alive to rebuild its brand and market position.
Health Care Company
Product Launch - Serenity
"Client" Product Launch Meeting Pre-Event
Structured, confidential interviews (6)
plus two live focus group sessions with prospective attendees
to identify their initial responses to the product and their concerns,
needs, preferences and suggestions for the launch meeting with
- A national sales meeting for a division
of "Client" motivated the sales force to achieve
95% of their retail shelf space goals for a new product launch
within 45 days of the meeting, half the targeted time.
Health Care Company
Selling Processg & Account Team Building
Event Training Program
conducted a series of 28 4-day training events in Pecos River,
NM, for approximately 2,500 sales representatives and sales managers
from 22 "Client" divisions. Each training group had approximately
A multi-stage framework of research services
was developed to provide "Client" management with pre-event insight
into the attitudes and needs of prospective training participants;
pre-event attitude bench marking research; on-going, on-site training
evaluation and post-event attitude and behavior studies to both
determine the overall ROE of the program and to provide guidance
for follow-up initiatives.
- Pre-event - design, conduct and
summary reports of 6 pre-event tele-focus group sessions with
- Pre-event - design, conduct and
reporting for a pre-event bench marking survey (60 questions)
for each of the 28 participating groups.
- On-site - event evaluations utilizing
a questionnaire (29 questions) with each group. Services include
data scanning, statistical analysis, coding and tab summaries
of open-end responses and weekly "Snapshot" report
on each of the first 10 participant groups plus additional data
table "Snapshot" reports for continuing groups.
- Separate tracking reports and written
analysis for 5 aggregated sales groups and 5 aggregated sales
management groups plus a combined report comparing the two groups
and all participants.
- Post-event - design (currently in
development): tracking survey to determine attitude perception
and behavior changes among participants, overall ROE of the
training program and guidance for follow up initiatives.
Return On Event (ROE):
employee tele-conference for "Client" increased employees'
confidence and belief in the company's future by 48% and increased
their confidence in their personal futures by 110%.
- A 48% increase in employees' confidence
(from 60% pre-event to 89% post-event) in their regional
telephone company's future plus a 110% increase (from 40% pre-event
to 84% post-event) in confidence in their personal future and
a 130% increase (from 37% pre-event to 85% post event) regarding
their commitment to being more competitive.
1998 and 1997 Distributor Conventions & Sales Conferences
qualitative research consisting of 28-30 structured executive
interviews with distributor principals and company field sales
management and representatives to identify their pre-convention
and pre-conference needs, preferences, attitudes, perceptions,
intentions and behaviors.
Pre-event qualitative measurement in the form
of a faxback tele-Survey conducted with 1,500 people in mid-October,
1997, 1998 and 1999. Data analysis and Key Findings reports prepared
from which Convention recommendations, including a set of meeting
strategies and individual executive presentation objectives, are
The 1997 pre-event qualitative measurement
was in the form of an 81 question 800# touch-tone Tele-Survey
was conducted with 1,478 people with a 31% response rate. Data
analysis and Key Findings reports were prepared from which Convention
recommendations, including a set of meeting strategies and individual
executive presentation objectives, were then developed. The 1998
and 1999 survey designs use a mail-out-faxback data collection
New in 1999 is the use of e-mail questionnaires
for the "Client" field sales force surveys (2).
1996 Distributor Convention& Sales Conference
Pre-event qualitative research consisting of 15 structured executive
interviews and two series of 12 Tele-Focus group sessions each
with distributor principals and company field sales management
and representatives to identify their pre-Convention and pre-conference
needs, preferences, attitudes, perceptions, intentions and behaviors.
A set of meeting strategies, presentation objectives, themes,
a set design and video module concepts were also developed for
Post-event, a 94-question FX-Tele-Survey was
conducted with 1,428 people with a 46% response rate. A two-year
tracking of post-Convention results and Return On Event (ROE)
Report was developed on benchmark questions in addition to the
standard array of MPP post-event survey reports.
National Distributor Convention & Sales Conference/Restructuring
qualitative research consisting of 11 structured executive interviews,
11 Tele-Focus group sessions with distributor principals and company
field sales management and representatives plus an FX-Tele-Survey
(faxback) with 64 questions to 1,555 people to establish baseline
measurements of attendees' understanding, attitudes, perceptions,
intentions, behaviors, etc. Meeting strategies and presentation
objectives were also developed.
Post-event, a 96-question FX-Tele-Survey was
conducted with 1,450 people with a 66% response rate. A Return
On Event (ROE) Report was developed on benchmark questions in addition
to the standard array of MPP post-event survey reports.
- 107% increase in distributor satisfaction
that the company and the distributor network are a unified team
moving in one direction together, 101% increase in satisfaction
that recent changes strengthens their ability to grow the brand's
business and 138% increase in their perception of the company's
Real Estate Company
Real Estate Industry
Chairman's Circle Conference Post-event Research
Design and conduct of post-event tele-focus
groups with "Client" real estate brokerage firm principles
were conducted to acquire participants' insights regarding the
satisfaction, attitudes and perceptions of the conference and
their needs, concerns and suggestions for the 1993 conference.
Focus groups were divided by size of business and number of years
attending the conference. Reports included summaries of the focus
groups and analysis of the implications for the 1993 Chairman's
- "Client" decided to reinvest in
its "Chairman's Circle" instead of scrapping it when
they found out how valuable it was as an educational experience
for their top producing franchisees.