ESA | Week 1 Flashcards
Business Value
In management, business value is an informal term that includes all forms of value that determine the health and well-being of the firm in the long run. Business value expands concept of value of the firm beyond economic value (also known as economic profit, economic value added, and shareholder value) to include other forms of value such as employee value, customer value, supplier value, channel partner value, alliance partner value, managerial value, and societal value. Many of these forms of value are not directly measured in monetary terms. (Week 1)
Budget Owner
a key stakeholder who has overall responsibility for the income and expenditures related to the event. Will focus on the organization’s business objectives and be accountable for financial costs and liabilities. (Week 1)
Business Continuity
A business process that ensures that an organization’s critical business functions are not compromised when organizations experience opportunities or threats. Recent definitions include a focus on issues such as natural resource supplies, the cost of pollution, sustainable relationships with suppliers, and the economic distress of the communities in which as organization produces and sells products (Week 1)
Contingency Planning
addresses the ability of the event professional to pull off the event as planned. (Week 1)
Continuing Education Unit
CEU. Non-academic credit unit conferred by professional organizations for formal educational programs for members who must maintain their level of professionalism. (Week 1)
Event Attendees/Participants
Individuals registered for or participating in an event. Includes, delegates, exhibitors, media, speakers and guests. (Week 1)
Event Owner
the person who has requested the event and is responsible for defining the events overall objectives and measurable outcomes. (Week 1)
Key Performance Indicators (KPI)
a type of performance measurement.[1] KPIs evaluate the success of an organization or of a particular activity in which it engages. Often success is simply the repeated, periodic achievement of some levels of operational goal and sometimes success is defined in terms of making progress toward strategic goals. (Week 1)
Qualitative Data
Descriptive information that is a record of what is observed, presented in narrative by the respondent. Also referred to as soft data. (Week 1)
Quantative Data
Information that is represented numerically so you can assign ranks or scores, or determine averages and frequencies. Also Called HARD DATA. (Week 1)
Return on Investment
ROI. 1) Net Profit divided by Net Worth. A financial ratio indicating the degree of profitability. 2) Net benefits divided by the full loaded meeting costs. (Week 1)
SMART and SMARTER Objectives
A common methodology for developing objectives focused on five criteria - specific, measurable, attainable, relevant, time-based. In some organizations the ER is utilized standing for ethical and recorded (Week 1)
Stakeholder
Internal and external person, group or organization that has an interest in or is impacted by another organizations activities (Week 1)
Stakeholder Approach
taking into account the responsibility to others and adopting a consultative demeanor, including stakeholders in the event’s decision-making process (Week 1)
Strategic Meeting Management (Plan)
A focused approach on increasing efficiency and reducing costs across an organisation for all of its events, typically using specialised software to centrally track all aspects of meeting expenditures across a department or organisation. (Week 1)
Strategic Planning
Long range plan of action for a company or organization. (Week 1)
Surveys
1) Solicitation of opinions regarding services; 2) questionnaire. (Week 1)
Waste Diversion
Recycling. Ways of reducing waste (Week 1)
Advanced Logistics
The management of all logistics associated with individual meetings as well as meeting functions. (Week 1)
Corporate Social Responsibility (CSR)
S form of corporate self-regulation integrated into the business and culture of an organization, which embraces responsibility for the organization’s actions and encourages s positive impact on the environment, consumers, employees, communities and other stakeholders (Week 1)
Delivery Stage
The stage of meeting design in which the design for the meeting is put into action (Week 1)
Development Stage
The stage of meeting design in which the design team develops meeting objectives and associated design elements (Week 1)
Discovery Stage
The stage of meeting design in which the design team analyzes the environment and performs a stakeholder needs analysis (Week 1)
Evaluation
1) Critiquing and rating the overall success of an event. 2) Developing an event profile from accurate event statistics.3) A systematic process to determine the value of an activity. (Week 1)
Event
An organized occasion such as a meeting, convention, exhibition, special event, gala dinner, etc. An event is often composed of several different yet related FUNCTIONS. (Week 1)
Independent Planner
An individual or organization who plans meetings or events; also known as a third-party contractor (Week 1)
Measurement
The activities associated with assessing the value of a meeting. (Week 1)
Meeting
An event where the primary activity of the participants is to attend educational sessions, participate in discussions, social functions, or attend other organized events. There is no exhibit component . Compare With CONVENTION, EXHIBITION, TRADE SHOW, CONSUMER SHOW. (Week 1)
Meeting Client
The person who organizers a meeting and is responsible for strategic goals and objectives (Week 1)
Meeting Design
The purposeful shaping of the form and content of a meeting. (Week 1)
Meeting Designer
The person who applies social, behavioral and cognitive science to the design of a meeting. The meeting designer leads the activities of a meeting-design team (Week 1)
Needs Assessment
A systematic process for determining and addressing needs or gaps between current conditions and desired conditions or wants. The discrepancy between the current and wanted condition must be measured to identify the need appropriately. (Week 1)
Ongoing Impact Stage
The stage of a meeting in which the activities and impact of the meeting are tied to other activities in an organization on an ongoing basis (Week 1)
Portfolio Management
The management and alignment of an organization’s entire portfolio of internal and external meetings with organizational strategy (Week 1)
Proposal
1) Plan put forth for consideration or acceptance. 2) Communication sent by a supplier to a potential customer detailing the suppliers offerings and prices. (Week 1)
Strategic Alignment
An agreement between two or more enterprises to conduct specified business processes in a joint manner. Usually related to technology development and/or marketing and distribution efforts. (Week 1)
Strategic Thinking
An approach to thinking and decision-making that takes into account the context of the organization’s broader strategies and goals, which is not limited to high-level decisions that effect the whole organization, and is required of all leaders when they are contemplating any aspiration or initiative (Week 1)
Strategy
A broadly defined direction and use of an organization’s resources that achieves a unique and differentiated advantage for an organizational in fact, it advances an organization by aligning with organizing resources (Week 1)
Triple Bottom Line
A concept that incorporates the holistic view of sustainability into business decisions this holistic focus is also called the three p’s people, planet and profits (Week 1)
External Stakeholder
Includes attendees, sponsors and the community where the event is taking place (Week 1)
Internal Stakeholder
In organizations are typically business owners, other departments, managers, employees and internal customers or consumers. (Week 1)
Questionnaires
Survey; a set of questions used to gather information. (Week 1)
In management, business value is an informal term that includes all forms of value that determine the health and well-being of the firm in the long run. Business value expands concept of value of the firm beyond economic value (also known as economic profit, economic value added, and shareholder value) to include other forms of value such as employee value, customer value, supplier value, channel partner value, alliance partner value, managerial value, and societal value. Many of these forms of value are not directly measured in monetary terms. (Week 1)
Business Value
a key stakeholder who has overall responsibility for the income and expenditures related to the event. Will focus on the organization’s business objectives and be accountable for financial costs and liabilities. (Week 1)
Budget Owner
A business process that ensures that an organization’s critical business functions are not compromised when organizations experience opportunities or threats. Recent definitions include a focus on issues such as natural resource supplies, the cost of pollution, sustainable relationships with suppliers, and the economic distress of the communities in which as organization produces and sells products (Week 1)
Business Continuity
addresses the ability of the event professional to pull off the event as planned. (Week 1)
Contingency Planning
CEU. Non-academic credit unit conferred by professional organizations for formal educational programs for members who must maintain their level of professionalism. (Week 1)
Continuing Education Unit
Individuals registered for or participating in an event. Includes, delegates, exhibitors, media, speakers and guests. (Week 1)
Event Attendees/Participants
the person who has requested the event and is responsible for defining the events overall objectives and measurable outcomes. (Week 1)
Event Owner
a type of performance measurement.[1] KPIs evaluate the success of an organization or of a particular activity in which it engages. Often success is simply the repeated, periodic achievement of some levels of operational goal and sometimes success is defined in terms of making progress toward strategic goals. (Week 1)
Key Performance Indicators (KPI)
Descriptive information that is a record of what is observed, presented in narrative by the respondent. Also referred to as soft data. (Week 1)
Qualitative Data
Information that is represented numerically so you can assign ranks or scores, or determine averages and frequencies. Also Called HARD DATA. (Week 1)
Quantative Data
ROI. 1) Net Profit divided by Net Worth. A financial ratio indicating the degree of profitability. 2) Net benefits divided by the full loaded meeting costs. (Week 1)
Return on Investment
A common methodology for developing objectives focused on five criteria - specific, measurable, attainable, relevant, time-based. In some organizations the ER is utilized standing for ethical and recorded (Week 1)
SMART and SMARTER Objectives
Internal and external person, group or organization that has an interest in or is impacted by another organizations activities (Week 1)
Stakeholder
taking into account the responsibility to others and adopting a consultative demeanor, including stakeholders in the event’s decision-making process (Week 1)
Stakeholder Approach
A focused approach on increasing efficiency and reducing costs across an organisation for all of its events, typically using specialised software to centrally track all aspects of meeting expenditures across a department or organisation. (Week 1)
Strategic Meeting Management (Plan)
Long range plan of action for a company or organization. (Week 1)
Strategic Planning
1) Solicitation of opinions regarding services; 2) questionnaire. (Week 1)
Surveys
Recycling. Ways of reducing waste (Week 1)
Waste Diversion
The management of all logistics associated with individual meetings as well as meeting functions. (Week 1)
Advanced Logistics
S form of corporate self-regulation integrated into the business and culture of an organization, which embraces responsibility for the organization’s actions and encourages s positive impact on the environment, consumers, employees, communities and other stakeholders (Week 1)
Corporate Social Responsibility (CSR)
The stage of meeting design in which the design for the meeting is put into action (Week 1)
Delivery Stage
The stage of meeting design in which the design team develops meeting objectives and associated design elements (Week 1)
Development Stage
The stage of meeting design in which the design team analyzes the environment and performs a stakeholder needs analysis (Week 1)
Discovery Stage
1) Critiquing and rating the overall success of an event. 2) Developing an event profile from accurate event statistics.3) A systematic process to determine the value of an activity. (Week 1)
Evaluation
An organized occasion such as a meeting, convention, exhibition, special event, gala dinner, etc. An event is often composed of several different yet related FUNCTIONS. (Week 1)
Event
An individual or organization who plans meetings or events; also known as a third-party contractor (Week 1)
Independent Planner
The activities associated with assessing the value of a meeting. (Week 1)
Measurement
An event where the primary activity of the participants is to attend educational sessions, participate in discussions, social functions, or attend other organized events. There is no exhibit component . Compare With CONVENTION, EXHIBITION, TRADE SHOW, CONSUMER SHOW. (Week 1)
Meeting
The person who organizers a meeting and is responsible for strategic goals and objectives (Week 1)
Meeting Client
The purposeful shaping of the form and content of a meeting. (Week 1)
Meeting Design
The person who applies social, behavioral and cognitive science to the design of a meeting. The meeting designer leads the activities of a meeting-design team (Week 1)
Meeting Designer
A systematic process for determining and addressing needs or gaps between current conditions and desired conditions or wants. The discrepancy between the current and wanted condition must be measured to identify the need appropriately. (Week 1)
Needs Assessment
The stage of a meeting in which the activities and impact of the meeting are tied to other activities in an organization on an ongoing basis (Week 1)
Ongoing Impact Stage
The management and alignment of an organization’s entire portfolio of internal and external meetings with organizational strategy (Week 1)
Portfolio Management
1) Plan put forth for consideration or acceptance. 2) Communication sent by a supplier to a potential customer detailing the suppliers offerings and prices. (Week 1)
Proposal
An agreement between two or more enterprises to conduct specified business processes in a joint manner. Usually related to technology development and/or marketing and distribution efforts. (Week 1)
Strategic Alignment
An approach to thinking and decision-making that takes into account the context of the organization’s broader strategies and goals, which is not limited to high-level decisions that effect the whole organization, and is required of all leaders when they are contemplating any aspiration or initiative (Week 1)
Strategic Thinking
A broadly defined direction and use of an organization’s resources that achieves a unique and differentiated advantage for an organizational in fact, it advances an organization by aligning with organizing resources (Week 1)
Strategy
A concept that incorporates the holistic view of sustainability into business decisions this holistic focus is also called the three p’s people, planet and profits (Week 1)
Triple Bottom Line
Includes attendees, sponsors and the community where the event is taking place (Week 1)
External Stakeholder
In organizations are typically business owners, other departments, managers, employees and internal customers or consumers. (Week 1)
Internal Stakeholder
Survey; a set of questions used to gather information. (Week 1)
Questionnaires
