Corporate values are now critical differentiators for
meetings industry buying decisions, and being good at events is no
longer enough on its own for sustained competitive advantage.
Purchasing
behaviour is becoming more sophisticated, and at a certain level
competencies such as achieving savings, flair and efficiency are
increasingly taken as given. Clients are basing a growing proportion of
value judgements on indicators of corporate culture, though I believe
that many meetings supplier brands underestimate the benefits of
investment in a dedicated strategy.
Culture shapes the internal
behavior of the workforce, and when positive values such as passion are
demonstrable they make customers feel that they are getting more
committed and loyal service. Being operationally expert is of course
vitally important, but both in our own supplier decision making and
reportedly that of our clients, there is a growing onus on establishing a
‘match’ in terms of corporate character. I estimate that at least a
third of perceived value is driven by qualities that are neither
experience nor education-led, but more to do with attitude.
To
drive maximum competitive advantage these values must be sincere,
apparent, transparent and led from the top – senior management needs to
‘live’ them and communicate them clearly and continuously by example.
Given the potential, a corporate culture development strategy separate
to that concerned with skills and knowledge is warranted, and
significant investment.
Although investment in staff development
is generally acknowledged as commercially crucial, I believe that the
majority of initiatives are closely aligned to educational ‘skill led’
goals and that a more holistic approach makes better business sense.
Any comments? Email conferencenews@mashmedia.net
