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Once IMEPs have narrowed down possible locations for the meeting, they issue requests for proposals, if the meeting is large enough, to all possible meeting sites in which they are interested. These requests state the meeting dates and outline the planner’s needs for the meeting or convention, including meeting and exhibit space, lodging, food and beverages, telecommunications, audio-visual requirements, transportation, and any other necessities. The establishments respond with proposals describing what space and services they can supply, and at what price. In most cases a cruise meeting turns out to be cheaper since meeting rooms and all equipment and food is already included.  IMEPs then review these proposals and either make recommendations to the clients or choose the site themselves.

Once the location is selected, meeting and convention planners arrange support services, coordinate with the facility, prepare the site staff for the meeting, and set up all forms of electronic communication needed for the meeting or convention, such as e-mail, voice mail, video, and online communication.

Meeting logistics, the management of the details of meetings and conventions, such as labor and materials, is another major component of the job. Planners may or may not register attendees and issue name badges, coordinate lodging reservations, and arrange transportation. In some cases they even make sure that all necessary supplies are ordered and transported to the meeting site on time, that meeting rooms are equipped with sufficient seating and audio-visual equipment, that all exhibits and booths are set up properly, and that all materials are printed. All that work is extra billable cost to the client.

There also is a financial management component of the work. Planners negotiate contracts with facilities and suppliers. These contracts, which have become increasingly complex, are often drawn up more than a year in advance of the meeting or convention. Contracts often include clauses requiring the planner to book a certain number of rooms for meetings in order to qualify for space discounts and imposing penalties if the rooms are not filled. Therefore, it is important that the planner closely estimates how many people will attend the meeting based on previous meeting attendance and current circumstances. Planners must also oversee the finances of meetings and conventions. They are given overall budgets by their organizations and must create a detailed budget, forecasting what each aspect of the event will cost. Additionally, some planners oversee meetings that contribute significantly to their organization's operating budget and must ensure that the event meets income goals.

An important part of the work is measuring how well the meeting's purpose was achieved. After determining what the objectives are, planners try to measure if objectives were met and if the meeting or conference was a success. The most common way to gauge their success is to have attendees fill out surveys about their experiences at the event. Planners can ask specific questions about what sessions were attended, how well organized the event appeared, how they felt about the overall experience, and ask for suggestions on how to improve the next event. If the purpose of a meeting or convention is publicity, a good measure of success would be how much press coverage the event received. A more precise measurement of meeting success, and one that is gaining importance, is return on investment. Planners compare the costs and benefits of an event and show whether it was worthwhile to the organization. For example, if a company holds a meeting to motivate its employees and improve company morale, the planner might track employee turnover before and after the meeting.