Concomitance Consulting carried out a survey among more than 600 meeting planners in the top three European markets: France, Germany and the United Kingdom. These interviews have been conducted end of 2015 and mid-2016. This study laid the foundations for the white paper that we are offering to share with you. You will find a slide deck of the study's main findings, the salient points of the French, German and UK markets.

1. 1ST PULSE SURVEY
ON TRENDS & OUTLOOK IN THE EUROPEAN MICE MARKET

2. Sponsored by and
1ST PULSE SURVEY
ON TRENDS & OUTLOOK IN THE EUROPEAN MICE MARKET

3. Contents
1.The market in 2016
2. Key trends
3. Priorities for 2017
4. Outlook

4. Seminar
Event
Conference
Meeting
What are we talking about?

5. 20
23
28
19.9
23.3
28.4
19.5
23.6
28.5
(IN € BN)
2015 2016 2017
+0.3%
+1.4%+1.3%
+1.3%
-0.5%
-2%
A major, stable market

6. A fairly positive dynamic
17%
3%
4%
58%
76%
81%
25%
21%
15%
down stable up

7. Type of event expenses
Event…
42%
10%
Agency fees
23%
25%
Transport
Other expenses
36%
33%
31%
ACCOMMODATION FOOD AND BEVERAGE ROOM HIRE
A balanced breakdown in expenses
for the event venue

8. Objectives rather than events
92% 87% 86%
74%
65%
56%
78%
62%
53%
Business
development
Awareness & image
Day-to-day management
Companiesthatorganisedatleast
oneeventduringtheyear

9. 68% of events
are attended
by fewer than
30 participants
< 10 personnes
De 10 à 30 people
De 31 à 100 people
De 101 à 500
people
> 500 personnes
37%
2%
31%
23%
7%

10. Several events, especially virtual!
Average of 200 events organised every year
(min 100 - max 400)
91% of organisations are equipped
to hold virtual events
19% of events are virtual
25% 15% 18%

11. Contents
1. The market in 2016
2.Key trends
3. Priorities for 2017
4. Outlook

12. MICE: primarily an in-house affair
82% of events are organised
in-house
73% are held in the home
country
Top of mind for event venues
52% 23% 12% 7% 6%
Meeting room or
company-owned site Hotel Conference
centre
Castle or
unique
venue
Other

13. Outsourcing: a growth opportunity
10%
21%
11%
16% 16% 17%
21%
23%
25%
Day-to-day management
Shareofoutsourcedevents
Business
development
Awareness & Image

14. Pragmatism & professionalism
for convincing
Decision by top management
Save time
Greater familiarisation with the
venue
Large number of participants
Professionalism
Reasons for outsourcing management of an event
Price
in 6th place with 45%
65%
59%
58%
54%
56%

15. Large ecosystem of providers
60% 59%
34%
25%
22% 22% 20% 19%
16%
TMC Event agency
or company
Hotel group
events
department
PCO Venue finder Digital
platforms
Hosting
agency
DMC AMC

16. Low maturity in terms of implementation and
monitoring
53% of organisations have a
documented MICE policy
22%
25%
12%
41%
Random
measurement
Systematic
measurement
No
measurement
DNK

17. Organisations and management solutions
44%
25%
31%
39%
43%
41%
36%
39%
34%
30%
No tool
Reporting
Payment
Planning / Execution
Recording
Venue find. / purch.
RFP
Use of internal or external solutions
MICE department for
managing the event
Organised
independently
MICE department
for purchasing and
managing events

18. Approach driven by quality criteria
Easy access
Means of transport
Participants' satisfaction with a
previous event
Safety
92%
75%
68%
65%
Criteria for choosing the venue (other than price)
• Value of the content (93%)
• Professionalism of the event providers (88%)
• Density of the timetable (82%)
• Networking (74%)
• Improvement of team building (69%)
… of organisations
measure satisfaction
82% 85% 64%
Essential measurement of satisfaction
...based on quality indicators

19. Contents
1. The market in 2016
2. Key trends
3.Priorities for 2017
4. Outlook

20. Priorities for 2017
1
2 3
Improve participants'
satisfaction
Gain an overview of
expenditure
Incorporate digital
technologies

21. Participants' satisfaction as well as their
working conditions and safety
Improve participants'
satisfaction
Provide participants with the best
professional conditions
Ensure safety
70% 74% 37%90% 88% 76%
50% 63% 31%

22. Keep a tight rein on expenditure
Internal tracking of expenses
19% paid trough expense notes
79%
31% 31% 26%
13%
Internal finance Management
tool vendor
Payment card
vendor
Agents Other
13% 16% 29%
15%
9%
54%
22%
View by type
of expenditure
Overview of
expenditure
Incorporate data into
the accounting
system
Assign expenses according
to the company's
analytical references
The most important budget items

23. Measure the contribution of the
MICE policy and ROI
41% do not measure the ROI
45% of organisations wish to
increase the event's contribution to
the added value generated by the
company
45% 31% 59%
8%
41%
19%
32%
Measurement of the
expense vs. budget
Measurement of the impact
on revenue
Measurement of the result
of each event
No ROI

24. 81% of organisations hold virtual events
Share of virtual events 65% of organisations provide their
employees with training on digital tools
Mobile platforms are not yet an end-to-end
management tool
but a supporting aid for running events
42% 74% 81%
69%
49%
42%
33%
INTERNAL MEETING
TRAINING
SEMINARS / EXECUTIVE
COMMITTEE MEETINGS
CUSTOMER
CONFERENCES

25. Contents
1. The market in 2016
2. Key trends
3. Priorities for 2017
4.Outlook

26. Increasing complexity of the value chain
New decision-support tools:
assess events in terms of relevance and ROI
Objectives
Contribution of events to the company's
development (business profits and
participants' satisfaction and safety)
Examples of drivers
1. Integrate the economic benefits of
interactions
2. Propose the most appropriate
combinations
3. Make the right budgetary
decisions

27. More expertise
New skills:
control the event mix for greater personalisation
Know the customer environment and
anticipate the events that will be affected
by technology and/or the macro-economic
environment
Objectives
1. Control the effectiveness of the
different forms of interaction by type
of event
2. Provide benchmarking tools and
best practices
Examples of drivers

28. Towards an integrated management
approach
New positioning strategies:
address the need to streamline costs
Reinvent or upgrade business models to
reflect physical forms of interaction as
well as customers' purchasing practices
Objectives
1. Propose end-to-end solutions
2. Propose hybrid pricing models (cross
between TMC and event agency
models)
Examples of drivers

29. Methodology
25% SMEs
25% mid-cap companies
25% large organisations
25% associations
Over 600 telephone
interviews
200 200 200
Representing over
€180 million in MICE expenditure
Two waves –Dec 2015 and July 2016*
5% meeting planners
28% executive or
departmental assistants
47% executives /directors /
managers
20% other

30. Contacts
This intelligence report is the culmination of the collaborative effort
between Concomitance, B3tsi and TendanceNomad.
For any enquiries relating to this intelligence report, you can contact us at the following address:
baromice@concomitance.com
Concomitance is an independent management and strategic consulting firm. Our areas of expertise are focused on two levers
that create value on the customer experience: marketing and sales.
Since its inception early 2002, Concomitance has excelled through its ability to translate its customers' strategic challenges into
effective action plans that are immediately understood and ready for deployment by all stakeholders.
This capability is an integral part of Concomitance's DNA. We can leverage the previous corporate experience of our consultants
to create and share recommendations with our customers in alignment with the maturity of their organisation.