AACB Inc. Summary of Strategic Plan

OBJECTIVES / KEY RESULT AREAS

1. SUPPORT NATIONAL MARKETING OPPORTUNITIES
2. SUPPORT BUREAUX PERFORMANCE

STRATEGIES

1. Identify and create opportunities for marketing initiatives by Bureaux as a collective, including partnerships with bodies such as Austrade, CEDA, Business Events Australia, allied sectors, e.g. conference centres, and ATEC, and in particular; Identify and assess new Joint-Promotion opportunities.
2. As an ongoing requirement; address Bureaux specific research and staff education programs, and continue to promote the benefits and value of Bureaux to the Business Events buyer and supplier community.

TACTICS

1. Create a process (such as working groups, committees and representation) so as to;

• Identify, qualify, and manage individual and collective member needs for the international market, including the maintenance or development of alliances such as Trade 2020 and TAAP, and liaison with organisations such as Austrade, BEA and CEDA,
• Lobby directly for Bureaux specific matters if and when required, and
• Lobby via BECA for broad business event issues by providing the participation of AACB's president and executive director on the BECA council.

    2. Through Committees Chaired by a Board Members, with assignment to working groups 
        and liaison with industry alliances such as MEA and corporate partners;

• Develop a PR Plan to drive strategies and capitalize on same;
• Support BECA research projects so as to encourage whole-of-sector industry benefits;
• Maintain and expand a Delegate Expenditure Survey for the use by members and BECA's BEVP/NBES Mark III Project;
• Produce an annual Convention Bureaux Performance Report;
• Establish communication forums and programs for Bureaux specific career development, e.g. Scholarships and staff conferencing.