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Strategic Guidelines
LITEXPO Strategic Guidelines for 2010-2013
Mission
Through organising exhibitions, conventions (congresses), conferences and other business events at Private Limited Liability Company (UAB) Lithuanian Exhibition and Congress Centre “LITEXPO”, to promote cooperation among business entities and the development of international business relationships. In this way, to contribute to the domestic-demand enhancement, export development, economic growth, and the creation of the country’s and clients’ image.
Vision
UAB Lithuanian Exhibition and Congress Centre “LITEXPO” – a versatile modern centre of exhibitions, conventions (congresses) and conferences, a business leader in the Baltic States.
Business Strategy
1. To maintain and strengthen the exhibition business leader’s positions in the three Baltic States by comprehensively meeting the clients’ needs, by contributing to the development of export and of the priority branches of economy, to the promotion of domestic demand, and to the creation of the country’s and clients’ image.
2. To create a modern infrastructure for conference tourism in compliance of all requirements raised for international conferences.
3. To become the main centre of attraction not only for exhibitions, but also for international conferences, conventions (congresses), forums and events of state importance in the Baltic States, as well as to contribute to the implementation of the national tourism development program.
Intended priority tasks in the field of organisation of exhibitions:
1. To maintain the thematic exhibitions plan that covers all branches of industry. To refine each exhibition’s concept by introducing every year one relevant theme, highlight.
2. Alongside exhibitions, to arrange specialised events that would create exhibitions’ added value for their participants and visitors.
3. To strengthen cooperation relations with embassies of target countries in Lithuania, the Commercial Attaché of the Ministry of Economy, as well as with governmental organisations, sectoral associations of foreign countries, chambers of commerce.
4. To make each exhibition’s advertising campaign more efficient – to search for efficient modes and forms for marketing campaign, which would ensure income.
Intended priority tasks for attracting international events and conferences to the LITEXPO Conference Centre:
1. To conduct a survey of demand for conference-tourism products and of development measures thereof in the markets of foreign states in order to be ready for attraction of international events and conferences to the LITEXPO Conference Centre, as well as in order to find the largest event operators able to cooperate in attracting events to Lithuania.
2. To prepare a strategy for export of international events and conferences. To set measures for enhancement of awareness of the LITEXPO Conference Centre and of its services, for image-formation and for positioning thereof on the Lithuanian and European markets.
3. To participate in foreign tourism exhibitions, to find and to establish cooperation relations with the largest event operators in order to attract events to Lithuania.
4. To prepare every year a detailed marketing plan whose priority would be electronic marketing means.
5. To initiate concrete, consistent actions with regard to the establishment of the Conference Tourism Bureau in Lithuania.
Tasks pertaining to infrastructure development, deployment of investments and innovations:
1. During the years 2011-2012, to implement the third stage of infrastructural development of LITEXPO conference facilities, whose main objective is to modernise the LITEXPO Exhibition and Convention Centre by adapting it to international conferences of state importance, and first of all – to the ESBO Conference 2011 and to the events related to the Lithuanian presidency of the European Union in 2013;
2. To invest in the renewal (renovation) of the exhibition and event installation facilities: to acquire new exhibition equipment and constructions, to renew electrical and lighting systems, telecommunications equipment, to introduce and implement changes in the field of construction of stands, and of information technologies;
3. To introduce innovative information-technology solutions in order to optimise activities carried on by the Company.
Priority tasks pertaining to process efficiency enhancement and financial management:
1. To balance cash flows so that the timely fulfilment of all financial obligations would be ensured, that the expectations of shareholders, clients and employees would be met, that the efficiency of operations (performance) and of processes under execution is achieved, and that development and improvement opportunities would be ensured.
2. To increase the plans of income derived from activities of organising and servicing exhibitions by 5-6 percent every year, and to increase the plans of collection of income from conferences, forums and other events up to 10 percent.
3. To maintain the financial leverage indicator – the debt (long-term liabilities) to equity ratio until 2013 – at no more than 10-15%. To reach the return on equity of no less than 7%.
4. Having strengthened the financial control of all incurred expenses, to increase the profitability ratio from 7-12 percent – in 2013.
5. To introduce (deploy) a system for measurement of approved strategic objectives, by linking each employee’s personal objectives with the company’s strategy, remuneration system and budget (implementation of the Balanced Scorecard system).
6. To optimise work processes by standardising and shortening business processes and by eliminating no-value-adding activities (implementation of the LEAN system).
7. To improve organisation of work pertaining to purchases (procurement), to pursue efficiency of purchases by tightening responsibilities and powers.
Priority tasks in the field of personnel management:
1. To develop the Company’s organisational structure in order to gradually switch to the project management (matrix) organisational structure;
2. To develop the introduced employee performance assessment system in order to improve the management process, to create efficient staff recognition and motivation procedures; selecting for assessment the criteria of economic efficiency – whether the Company’s strategic objectives have been achieved;
3. To create an attractive and fair remuneration system, which would ensure the Company’s and the employee’s mutual gain (benefit), the rational management of investments in personnel, and the employees’ high motivation;
4. To develop the personnel development/training system, giving the employees a possibility to develop and improve themselves purposefully, choosing most efficient training forms;
5. To pay more attention to talent development and retention, career planning;
6. To develop the organisation’s culture, to foster values and long-lasting traditions and to secure their continuity.
The Company’s personnel management strategy is based on long-term stable labour relations founded on mutual interest, trust, high-standard ethics, responsible business morals, transparent labour relations, and guaranteed social security.
