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Return on investment in meetings and events[electronic resource] :tools and techniques to measure the success of all types of meetings and events /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
杜威分類號:	658.4/560681
書名/作者:	Return on investment in meetings and events : tools and techniques to measure the success of all types of meetings and events // Jack J. Phillips, M. Theresa Breining, Patricia Pulliam Phillips.
作者:	Phillips, Jack J.,
其他作者:	Breining, M. Theresa.
出版者:	Amsterdam ; Boston : : Elsevier/Butterworth-Heinemann,, 2008.
面頁冊數:	xxvi, 274 p. : : ill. ;; 23 cm.
標題:	Business meetings - Evaluation.
標題:	Trade shows - Evaluation.
標題:	Special events - Evaluation.
標題:	Congresses and conventions - Evaluation.
標題:	Seminars - Evaluation.
標題:	Rate of return.
ISBN:	9780750683388
ISBN:	0750683384
書目註:	Includes bibliographical references and index.
內容註:	Chapter 1: Need for and Trends on ROI for Meetings and Events -- Chapter 2: ROI Model -- Chapter 3: Collecting Data -- Chapter 4: Isolating the Effects of The Meeting or Event -- Chapter 5: Converting Data to Monetary Benefits -- Chapter 6: Tabulating Meeting Costs -- Chapter 7: Calculating the Return -- Chapter 8: Identifying Intangible Measures -- Chapter 9: ROI Forecasting -- Chapter 10: How to Communicate Results -- Chapter 11: Implementation Issues.
摘要、提要註:	The Phillips ROI MethodologyT utilizes five levels of evaluation, which are essential in determining the return on investment. At Level 1 - Reaction and Planned Action, attendee and stakeholder satisfaction from the meeting can be measured. Almost all organizations evaluate at Level 1, usually with a generic, end-of-meeting questionnaire. While this level of evaluation is important as a "stakeholder" satisfaction measure, a favorable reaction does not ensure that attendees have acquired new skills, knowledge, opinions or attitudes from the meeting. At Level 2 - Learning, measurements focus on what participants learned during the meeting using tests, skill practices, role-plays, simulations, group evaluations, and other assessment tools. A learning check is helpful to ensure that attendees have absorbed the meeting material or messages and know how to use or apply it properly. It is also important at this level to determine the quantity and quality of new professional contacts acquired and whether existing professional contacts were strengthened due to the meeting. However, a positive measure at this level is no guarantee that what was learned or whether the professional contacts acquired will be used on the job. At Level 3 - Job Applications, a variety of follow-up methods can be used to determine if attendees applied on the job what they learned or acquired at the meeting. The frequency and use of skills are important measures at Level 3. While Level 3 evaluations are important to gauge the success of the meeting, it still does not guarantee that there will be a positive business impact in the organization or for the attendee. At Level 4 - Business Results, the measurement focuses on the actual business results achieved by meeting participants as they successfully apply the meeting material or messages. Typical Level 4 measures include output, sales, quality, costs, time and customer satisfaction. Although the meeting may produce a measurable business impact, there is still a concern that the meeting may cost too much. At Level 5 - Return on Investment, this ultimate level of measurement compares the monetary benefits from the meeting with the fully-loaded meeting costs as expressed in the ROI formula. All levels of evaluation must be conducted in order to determine the ROI of a meeting or event. The data collected should show a chain of impact occurring through the levels as the skills and knowledge learned (Level 2) are applied on the job (Level 3) to produce business results (Level 4). * Introduces and demonstrates Jack J. Phillips's well-established ROI measurement methodology * Addresses the growing demands from stakeholders to prove the value of meetings through data * Endorsed by MPI (Meeting Professionals International).
電子資源:	An electronic book accessible through the World Wide Web; click for information
電子資源:	http://www.loc.gov/catdir/enhancements/fy0742/2007033498-d.html
電子資源:	http://www.loc.gov/catdir/toc/ecip0725/2007033498.html

Return on investment in meetings and events[electronic resource] :tools and techniques to measure the success of all types of meetings and events /
Phillips, Jack J.,1945-

Return on investment in meetings and eventstools and techniques to measure the success of all types of meetings and events /[electronic resource] :Jack J. Phillips, M. Theresa Breining, Patricia Pulliam Phillips. - 1st ed. - Amsterdam ; Boston :Elsevier/Butterworth-Heinemann,2008. - xxvi, 274 p. :ill. ;23 cm.

Includes bibliographical references and index.

Chapter 1: Need for and Trends on ROI for Meetings and Events -- Chapter 2: ROI Model -- Chapter 3: Collecting Data -- Chapter 4: Isolating the Effects of The Meeting or Event -- Chapter 5: Converting Data to Monetary Benefits -- Chapter 6: Tabulating Meeting Costs -- Chapter 7: Calculating the Return -- Chapter 8: Identifying Intangible Measures -- Chapter 9: ROI Forecasting -- Chapter 10: How to Communicate Results -- Chapter 11: Implementation Issues.

The Phillips ROI MethodologyT utilizes five levels of evaluation, which are essential in determining the return on investment. At Level 1 - Reaction and Planned Action, attendee and stakeholder satisfaction from the meeting can be measured. Almost all organizations evaluate at Level 1, usually with a generic, end-of-meeting questionnaire. While this level of evaluation is important as a "stakeholder" satisfaction measure, a favorable reaction does not ensure that attendees have acquired new skills, knowledge, opinions or attitudes from the meeting. At Level 2 - Learning, measurements focus on what participants learned during the meeting using tests, skill practices, role-plays, simulations, group evaluations, and other assessment tools. A learning check is helpful to ensure that attendees have absorbed the meeting material or messages and know how to use or apply it properly. It is also important at this level to determine the quantity and quality of new professional contacts acquired and whether existing professional contacts were strengthened due to the meeting. However, a positive measure at this level is no guarantee that what was learned or whether the professional contacts acquired will be used on the job. At Level 3 - Job Applications, a variety of follow-up methods can be used to determine if attendees applied on the job what they learned or acquired at the meeting. The frequency and use of skills are important measures at Level 3. While Level 3 evaluations are important to gauge the success of the meeting, it still does not guarantee that there will be a positive business impact in the organization or for the attendee. At Level 4 - Business Results, the measurement focuses on the actual business results achieved by meeting participants as they successfully apply the meeting material or messages. Typical Level 4 measures include output, sales, quality, costs, time and customer satisfaction. Although the meeting may produce a measurable business impact, there is still a concern that the meeting may cost too much. At Level 5 - Return on Investment, this ultimate level of measurement compares the monetary benefits from the meeting with the fully-loaded meeting costs as expressed in the ROI formula. All levels of evaluation must be conducted in order to determine the ROI of a meeting or event. The data collected should show a chain of impact occurring through the levels as the skills and knowledge learned (Level 2) are applied on the job (Level 3) to produce business results (Level 4). * Introduces and demonstrates Jack J. Phillips's well-established ROI measurement methodology * Addresses the growing demands from stakeholders to prove the value of meetings through data * Endorsed by MPI (Meeting Professionals International).

Electronic reproduction.
Amsterdam :
Elsevier Science & Technology,
2009.

Mode of access: World Wide Web.

ISBN: 9780750683388

Source: 136652:136786Elsevier Science & Technologyhttp://www.sciencedirect.comSubjects--Topical Terms:

405425
Business meetings
--Evaluation.Index Terms--Genre/Form:

336502
Electronic books.

LC Class. No.: HF5734.5 / .P49 2008

Dewey Class. No.: 658.4/560681

Return on investment in meetings and events[electronic resource] :tools and techniques to measure the success of all types of meetings and events /
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250 $a 1st ed.
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300 $a xxvi, 274 p. : $b ill. ; $c 23 cm.
504 $a Includes bibliographical references and index.
505 0 $a Chapter 1: Need for and Trends on ROI for Meetings and Events -- Chapter 2: ROI Model -- Chapter 3: Collecting Data -- Chapter 4: Isolating the Effects of The Meeting or Event -- Chapter 5: Converting Data to Monetary Benefits -- Chapter 6: Tabulating Meeting Costs -- Chapter 7: Calculating the Return -- Chapter 8: Identifying Intangible Measures -- Chapter 9: ROI Forecasting -- Chapter 10: How to Communicate Results -- Chapter 11: Implementation Issues.
520 $a The Phillips ROI MethodologyT utilizes five levels of evaluation, which are essential in determining the return on investment. At Level 1 - Reaction and Planned Action, attendee and stakeholder satisfaction from the meeting can be measured. Almost all organizations evaluate at Level 1, usually with a generic, end-of-meeting questionnaire. While this level of evaluation is important as a "stakeholder" satisfaction measure, a favorable reaction does not ensure that attendees have acquired new skills, knowledge, opinions or attitudes from the meeting. At Level 2 - Learning, measurements focus on what participants learned during the meeting using tests, skill practices, role-plays, simulations, group evaluations, and other assessment tools. A learning check is helpful to ensure that attendees have absorbed the meeting material or messages and know how to use or apply it properly. It is also important at this level to determine the quantity and quality of new professional contacts acquired and whether existing professional contacts were strengthened due to the meeting. However, a positive measure at this level is no guarantee that what was learned or whether the professional contacts acquired will be used on the job. At Level 3 - Job Applications, a variety of follow-up methods can be used to determine if attendees applied on the job what they learned or acquired at the meeting. The frequency and use of skills are important measures at Level 3. While Level 3 evaluations are important to gauge the success of the meeting, it still does not guarantee that there will be a positive business impact in the organization or for the attendee. At Level 4 - Business Results, the measurement focuses on the actual business results achieved by meeting participants as they successfully apply the meeting material or messages. Typical Level 4 measures include output, sales, quality, costs, time and customer satisfaction. Although the meeting may produce a measurable business impact, there is still a concern that the meeting may cost too much. At Level 5 - Return on Investment, this ultimate level of measurement compares the monetary benefits from the meeting with the fully-loaded meeting costs as expressed in the ROI formula. All levels of evaluation must be conducted in order to determine the ROI of a meeting or event. The data collected should show a chain of impact occurring through the levels as the skills and knowledge learned (Level 2) are applied on the job (Level 3) to produce business results (Level 4). * Introduces and demonstrates Jack J. Phillips's well-established ROI measurement methodology * Addresses the growing demands from stakeholders to prove the value of meetings through data * Endorsed by MPI (Meeting Professionals International).
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650 0 $a Trade shows $x Evaluation. $3 405426
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