Book Meeting Room - Booking room made easy


APPLICATION EXAMPLES is used by a wide range of different companies and organisations in many different ways all with the same flexible software

-Serviced Offices
-Enterprise Centres
-Incubation Centres
-Church halls

-Editing Studios
-Recruitment Companies
-Art Studios 
-Dance Studios
-Sports Centres
-Community Centres
-TV & Music Studios
-Private offices
-Government facilities

-Accounts companies 
-Small Hotels
-Conference Centres

-Beauty Salons
-Health Centres
-Private Hospitals
-School Halls
-Universities (equipment)
-Football Clubs


Customers Include:

REMSA Education
Terrebonne Parish Library
The Arcturus Clinic
Capsugel meetings
WSL2011 Transport
Box Studios
LightDragon Booking
Kensington House
Inner City Offices
Morgan McKinley
Strathmore Business Centres
Holyport War Memorial Hall
Danone / Nutricia Nordica
Aristone Realty Capital
PKF Pacific Hawaii LLP
Goodbody Stockbrokers
ATB Morley
DHL Global
Birdstep Technology
New Life Bible Church
SPADE Enterprise Centre
Allstar Recruitment
Levi Strauss do Brasil
Daido Industrial e Comercial Ltda
Chapel House Studios
William Fry Solicitors
Nova UCD Centre
Innovation Centre UL
Dept.of Anatomy UCC
7CInvest USA
AZ Offices
Gov.Offices USA
Logical Workspaces
Ormond Meeting Rooms
Bitrix Inc.
Schools Plus
BFK Design Ltd
Signature networking
St Mildred's Centre
Staunton Rook/Korus
SOR Mullany Walsh
The Brussels House
Scamp Transport
A. Bilbrough & Co Ltd
Bond Management Services Pty Ltd
Bray Therapy Centre
Laika Consulting
Ellwood & Atfield
WHO Europe Office

more bookmeetingroom clients include



The Hidden Cost of Meetings

Statistics show that people who go to meetings of any kind say that over 33 percent of meeting time is unproductive, frustrating, or both. In the workplace, unproductive meetings are a hidden cost. The cost is hidden because there’s no bill to pay and hidden because it’s hard to quantify the lost productivity from ineffective and frustrating meetings.

Let’s run a simple calculation on a fictitious organization. First, assume that the people in this organization spend, on average, about 25 percent of their time in meetings, and that a third of their meetings are unproductive. (These are typical numbers for most workplaces.) If this fictitious organization’s annual budget
for all salaries and benefits is €750,000, then the hidden cost of unproductive meetings is about €62,000.

So our question for you is, how much time would you be willing to spend on better planning in order to save €62,000 every year?

There will always be some lost productivity as a result of meetings. Yet we know from personal experience that paying attention to some key planning steps, before a meeting is even called, pays off in substantial benefits. People know what is expected of them. Conflicts are prevented. Deadlines are met. Meeting agendas
work for people, rather than control people. Some proposed meetings are even canceled before they happen, when planning reveals that the intended result can be achieved in another way. It’s all in the planning. Here is a checklist to help you better plan for all the meetings you lead.

  • Desired Outcomes for the Meeting Begin with the end in mind.What are the desired outcomes of the meeting? What will the meeting participants walk away with – decisions, agreements, a plan, a solution to aproblem. Be very explicit in stating the desired outcomes. 
  • Stakeholder Analysis Based on the desired outcomes of the meeting, make a list of all the people who have a stake in the meeting. For example: those who will implement decisions, those who have authority to make the decision, those who have the experience or expertise, and those who hold the purse strings.
    Determine from that list who needs to attend the meeting or simply be kept apprised of the results of the meeting. 
  • Meeting Logistics Based on the desired outcomes, determine the best time to hold the meeting. Determine the best location – room size, room set-up, audio-visual equipment. Room size and set-up can either make or break your meetings. Go for the best location. Don’t settle for the obvious choice in your organization. Determine whether food will be served and how.Will it be for conversation or getting to know each other better or will it be a working meal? 
  • Meeting Tools Use an “Issues Bin” or “Parking Lot.” This is simply a piece of flipchart paper hung on the wall to list issues that come up during the meeting that need to be addressed at some point, but could get the group off track. Use an “Action Register” to capture who will do what task, by what date, following the
    meeting. Record those agreements and send it out following the meeting as a reminder. Use “Ground Rules” to describe the desired behaviors of the meeting, such as how participants will take turns sharing information or opinions, how decisions will be made, how conflict will be dealt with. Use an “Agreements Register” to record the agreements made during the meeting.
  • Balance the Meeting Above all, ensure there is a balance among three elements for your meeting: people feel good about their contribution to the meeting, the processes you use as meeting leader are efficient and effective, and there is a product from the meeting – the outcomes were reached. Planning is the key. The more preparation you do prior to the meeting, the better the results. Save those
    dollars from the hidden costs of meetings. There are more important things to spend them on – those clients you so faithfully serve!