T he rationales behind organizations’ decisions to develop and maintain a comprehensive, strategically developed meetings program are as varied as the types of meetings they hold. Some organizations are driven by a desire to gain a clearer picture of how much they’re spending on meetings overall; or by type or internal versus external, or by attendee. Others may focus on mitigating the financial and attendee risk associated with meetings. Still others may be spurred by a need to better assess whether attendees are receiving valuable information or boosting sales.
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