There is no standard package on this site because there is no standard programme. An organisation running forty internal training days a year across three offices needs something different from one running six large conferences and a heavily regulated approvals process.
What follows is how scope is usually described, and what actually drives the commercial arrangement. It assumes you already know what a meetings programme is meant to do.
Three broad shapes of engagement
- 01
Centralised sourcing
A single route in for meeting and event briefs, with professional venue and supplier sourcing behind it. The lightest version: your processes stay as they are, but requirements stop being sourced from scratch in five different places. - 02
Managed programme
Sourcing plus supplier coordination, programme processes and reporting. This is where the framework itself gets built — briefing route, preferred supplier arrangements, data capture and regular reporting into procurement and finance. - 03
Extended event support
A managed programme plus event-management services where individual meetings need delivering rather than just sourcing. Drawn from Eureka Events’ delivery capability, used where it is needed rather than applied across everything.
What determines the commercial model
We do not publish rates, because a rate quoted without knowing the programme is either meaningless or wrong. The variables that matter are:
- Volume — how many meetings and events pass through the programme.
- Annual programme — whether activity is steady or concentrated into a few peaks.
- Scope — how much of the lifecycle we handle versus how much stays internal.
- Sourcing requirements — the complexity and geography of what is being sourced.
- Event-management requirements — whether delivery is included, and for which events.
- Reporting — how detailed and how frequent programme reporting needs to be.
- Supplier arrangements — whether preferred supplier terms already exist or need negotiating.
On commission
Venue commissions are a normal part of how venue sourcing works commercially in the UK, and they may form part of the arrangement where they apply.
Our position is that this should be transparent and agreed with you rather than left unstated. You should know where our income comes from on any given booking, because otherwise you cannot properly evaluate the recommendation. Where a commission-based model would create a conflict with what you are trying to achieve, a fee-based arrangement is the sensible alternative and we will say so.
What we will not do is describe the service as free. A service funded by commission is paid for; it is simply paid for by a route that does not appear on your invoice.
What an engagement usually involves
- 01
Discover
Understand existing activity, processes, spend and stakeholders.
- 02
Design
Create the appropriate meetings-management framework.
- 03
Centralise
Provide a consistent route for meeting and event requirements.
- 04
Procure
Source venues and suppliers and negotiate commercially.
- 05
Measure
Capture programme activity and relevant spend data.
- 06
Improve
Use the information gathered to refine the programme over time.
The loop repeats. What you learn in Measure changes what you do in Design next time.
- 01
Discover
Understand existing activity, processes, spend and stakeholders.
- 02
Design
Create the appropriate meetings-management framework.
- 03
Centralise
Provide a consistent route for meeting and event requirements.
- 04
Procure
Source venues and suppliers and negotiate commercially.
- 05
Measure
Capture programme activity and relevant spend data.
- 06
Improve
Use the information gathered to refine the programme over time.
The loop repeats. What you learn in Measure changes what you do in Design next time.
Frequently asked questions
01Do we have to commit to a full programme to start?
No. A large proportion of engagements begin with sourcing a defined set of requirements, which produces real data about how the organisation actually buys. That data then makes the programme conversation concrete rather than theoretical.
02Do you need us to change our existing systems?
Not to begin with. A programme can operate alongside existing purchase-order, finance and approval systems — what matters is that the same information is captured consistently, not that it is captured in a particular piece of software.
If you later want that information flowing into your own systems, that is a specific piece of work to scope rather than a prerequisite.
03Can we keep running some events ourselves?
Yes, and most organisations do. The point of the programme is that those events are still visible and still follow the same commissioning route — not that every one of them is handed over.
04How long does this take to set up?
The honest answer is that it depends almost entirely on how quickly the organisation can agree who owns the process internally. The sourcing and supplier work moves at a predictable pace; internal agreement on governance is what typically sets the timeline.
Related reading
- 01Build or buyOutsourced meetings managementWhat can sensibly be handled externally, and what should not be.
- 02SequencingImplementing SMMThe practical sequence for standing a programme up.
- 03The company behind thisAboutWho operates this service and why.
- 04The starting pointRequest an SMM ReviewThe usual first step.