Plan Your Meetings

Advice to suppliers: Bone up on your customer service. That was the No. 1 message planners had for sales reps hungry for business.

Plan Your Meetings conducted an informal “state of the industry” roundtable with 20 Atlanta-based corporate, government, association and independent planners who attended its PYM LIVE Event in Birmingham. They talked about current industry challenges, and spent a lot of time discussing how the relationship between planners and suppliers could be improved.

“Sales teams need to understand the big picture,” said one corporate planner. “My favorite sales person was someone who stuck with me the whole time and didn’t just kiss off after the contract was signed. I’ve had maybe two in my lifetime who have done that.”

Another planner added, “They need to listen. I told my salesperson, ‘It’s a law firm, my attendees are between the ages of 25 and 35, and I need activities.’ He said, ‘We have this wonderful thing where we have pig races.’ I had to have him removed because I’m talking golfing and spas, and he’s throwing pig races at us.”

Several planners voiced concerns about multiyear contracts. Many said they avoid signing them because they’ve found the quality of service declines if hotels know you’re coming back.

One association planner had such a negative experience with her onsite event manager, she was planning to ask the property for a different business contact this year. Before she could, she received an e-mail from the woman saying: “Guess what? We’re going to work together again!”

“I really don’t want to work with her,” she said. “And I don’t know how to tell her.”

A hotel sales person present suggested the planner be honest, but professional. “Nearly every manager I’ve worked with has gone through it more than once,” he said. “Sometimes, it’s just a personality issue, or it’s because they’ve become immune to the need to provide customer service.

“Make sure that when you get that customer satisfaction survey and you didn’t have a good experience, you tell them,” he continued. “Hotels want word of mouth and repeat business, and they still discuss the customer satisfaction surveys, so be as honest in your feedback as possible. If they get into trouble or fired over it, it’s their fault. As hard as it is to hear constructive criticism, it’s vital for businesses to hear it.”

Going into 2009, the planners’ biggest concerns were whether there would be meetings to plan, helping their companies out, making budgets stretch and job security.

“You’ve got to diversify yourself and be able to do more than just plan a meeting,” said one participant. “You’ve got to work with budgets and work with all the departments.” An independent planner said she was keeping her calendar full by taking on social and religious group business to fill gaps left by cancelled corporate meetings.

The general consensus was that now was a great time to get creative. “If we’re not planning meetings, maybe we need to become an expert in something else,” one corporate planner mused. “We need find out where we can be instrumental, maybe go to another department and say, ‘We know how to read contracts and set up contracts because we do it all the time,’ and become a resource for them.” An independent planner reported that she was augmenting her income with consulting contracts, helping small businesses plan events and operate more efficiently.

Transportation was identified as the most important factor they considered when selecting a meeting destination. “It has to be a place with a major airport, so all guests can come in on a direct flight,” said one participant. “If not, it’s not even an option.” Drive-in destinations were increasing in popularity among the corporate crowd. “They’re downsizing and looking at driving more than flying,” reported one planner. “They’re voting now to do something they can drive to in less than four hours.” For executive or legal partner events, planners reported, the drive time had to be two hours or less.

Four and Five-Diamond properties were still in demand, the independent planners insisted. But even if clients were spending less money, they still expected everything to look nice and to receive excellent service.

Next to bad customer service, the fastest way a sales representative loses business is by being too pushy and calling too often, the participants said. “Call once, follow up with a message and then send an e-mail,” recommended one corporate planner. Another added, “Ask which way I want to be contacted and if calling once a week is too often.” One independent planner chimed in, “And don’t drop by my job. I didn’t invite you!”

Planners also weighed in on what reps could do to win business. “Listen to what the client needs and address that,” one recommended. An independent planner added: “Accessibility is huge. I ended up planning a meeting for 400 people in five days. I just called all my vendors, because I had their cell numbers and I said, ‘This is what I need. Can you do it?’ And they said, ‘Yes.’ And I had nothing to worry about; it was done. Because [they've] been so accessible, who do you think I’m going to go to next time? And if someone is wondering who is dependable, I will send them to [those vendors].”

On the topic of stuff we all get (SWAG), planners agreed that it doesn’t have to go away, but that what can be condensed or eliminated should. “I prefer you give me a business card, so I can look [the service] up,” said one association planner. “Sales people give us too much collateral, I’d prefer it if they could give me one USB stick and a business card.” Another said, “I can’t stand the amount of paper. I’ve started to say, ‘No, thanks.’ Don’t be offended if we don’t take it. DVDs are great. There are some great options that can keep you from shipping packets.” An independent planner added, “We want things that we can use as planners. Food is always great.” From the back of the audience, a planner yelled out, “I don’t need another stress ball!”

The next PYM Planner Focus group discussion will be held on Jan. 28 at the PYM LIVE 2009 Atlanta at the Renaissance Concourse Atlanta Airport.

Have you seen this stupid article? In case you missed it, let me paraphrase it for you: “This just in: We’ve been in a recession since December 2007!”

Back in May, we asked ME Productions to give us their ideas for celebrating the inauguration of three candidates then in contention for the presidency (Clinton, Obama and McCain). Now that we know Barack Obama will become our president in eight weeks, we asked meeting professionals from all over America what they would do if they were part of the official Presidential Inaugural Committee, organizing one of the inaugural balls or festivities.

Unity

“I think a great theme idea would be ‘Unity,’” says Mary J. Koska of Pittsburgh’s The Hutton Group. “This is a historic election that has really brought a lot of people together. So you should have something with MLK and Jesse Jackson and bringing that into the unity of America and what we’re supposed to be as a country. I think in terms of entertainment and décor you’d have to tread lightly — do it elegantly without being overpowering — because these are strong themes. The takeaway should be something clean and new and fresh.”

Change

“My theme would be ‘Change,’” says Denise Brewer of MM Meeting Destinations Inc. in Kernersville, N.C. “At the beginning of the night everything would be black and white — the servers, tables and walls — and throughout the night everything would change to color. The waiters and staff would start to come in with colored vests on. The centerpieces would be white flowers in water that’s uplit with colored lights. The walls change with color changing from old to new. I haven’t gotten a vision of what would be on the walls, yet … maybe past presidents.”

Yes, We Can

“I was thinking more of his ‘Yes, we can’ as a theme,” says Lynn Rich, CMP, of Orlando’s Publicis Meetings USA. “Incorporating things people thought were impossible, but that [were] achieved, like sending a man to the moon — really bold pictures and statements of people that did things they thought couldn’t be done. For example, there was a man who was severely injured in an airline crash and they said he wouldn’t live, or Charles Lindbergh … or the end of segregation. Whether they’re things or events or people, I want to create an atmosphere of hope and optimism — have the whole venue filled with these bold statements. For a centerpiece you could have lotus flowers, because they say lotus grow out of muck, so they are a symbol of new life and renewal.”

Family

“If I were planning the Obama family’s inauguration day festivities, I would put together a scavenger hunt,” says Patricia Mahoney Rivera, a meetings and travel specialist in Long Island, N.Y. “What a great team/world-builder event this could be. Scavenger hunts are educational, fun-filled events. What better way to inaugurate our new president and his family?”

One thing the Inaugural Committee members need to keep in mind is security. “Every single facet of the event and the management of that event will have a layer of security attached, including comprehensive contingency planning,” says Julia Rutherford Silvers, CSEP, the New Mexico-based author of Risk Management for Meetings and Events. “This will have a significant effect on the event organizer’s timeline, procurement practices, site layout, logistics, communications and perhaps even the event’s design. It would require full compliance with and accommodation of the head of state’s protection services (i.e., the Secret Service), without knowledge of their specific tactics. You follow their instructions, no questions asked. On-site change, something most event organizers are used to managing, is not acceptable in this context.”

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Incidentally, the theme for the weeklong series of events leading up to President-elect Barack Obama’s swearing-in on Jan. 20, 2009, will be “A New Birth of Freedom,” commemorating the 200th anniversary of Abraham Lincoln’s birth.

Knowing that theme, how would you incorporate it into an inaugural ball or gala?

MPI President and CEO Bruce MacMillan shares his thoughts on the AIG fallout and how important meetings, events and conferences are to our economic recovery.

Dear Editor,

I’ve followed with interest the coverage of executive excess at AIG and comments by Attorney General Cuomo that led to the subsequent cancellation of most of AIG’s planned meetings, events, and conferences for the coming year. I, like most of your readership, bristle at reports of extravagant corporate spending especially under circumstances like these, and fully support the forceful righting of a ship that’s gone dramatically off course.

But as the head of a 24,000 member global community of professionals who pride themselves on designing and delivering meetings and events that generate business results in both good and tough economies, I want to offer caution on the hazard of making sweeping public business decisions that might frustrate the rebuilding of AIG as a successful enterprise and also inadvertently establish a new precedent for other businesses to follow.

The bringing together of individuals and organizations to share ideas, learn new skills, co-create solutions and craft new business initiatives are crucial to American business success, even more so in a dynamic, faltering, global economy. In an increasingly faceless world, effective human connections are a powerful business weapon. Meetings and events are valuable to the individuals who participate, the organizations they work in, and the customers they serve.  The revenue derived from supplying the infrastructure, products and services employs millions of middle-class workers, including housekeepers, chefs, restaurant, and support staff.  These jobs and the opportunities they afford contribute to the overall financial health of both these families and the communities in which they live.

The important role that face-to-face meetings and events play in connecting people and driving business success is undeniable. The Meeting Professionals International Foundation/George P. Johnson EventView study reveals that Fortune 1000 Chief Marketing Officers view meetings and events as having the highest ROI (Return on Investment) of any marketing channel. In an increasingly competitive global economy, the ability to create and deliver strategically-focused events contributes to business value, and helps organizations deliver results.

Tough economic times demand thoughtful and transparent examination of how money is spent. The unprecedented shift in marketplace fundamentals means that business leaders must evaluate the ROI of every investment decision. But even in these tough times, or maybe especially now, to remove meetings and events from the business strategy playbook is short-sighted and ignores the role meetings, events and incentives play in business and community success.

So cancel the senior executive spa getaway and royal hunting retreat, but hold on to that sales event, educational conference, trade show and performance incentive program… the future of our businesses and communities around the world depends on it.

Sincerely,

Bruce M. MacMillan, CA
President & CEO
Meeting Professionals International

It seems the most basic of all rules: Know what the goal of the meeting or event is before you plan it. Yet, I’ve seen two spectacular events recently that had a great “wow” factor, yet fell flat because the planners seemed to ignore what their clients were trying to achieve.

The first was an opening night reception at a fancy golf clubhouse. The organization promoted it as having a “Caddyshack” theme. But the event production company thought that would be déclassé, considering the venue’s world-class reputation. Instead of playing off the movie’s themes, the company chose a mini-golf theme, creating fantastic themed areas evoking world landmarks. The effect was elegant, showy and fun, but ultimately, it left the attendees confused. No one seemed to get that the numbered posts by each area were supposed to evoke a mini-golf course. When it was explained to them, they still didn’t understand what it had to do with the advertised theme. And those who did heed the invitation’s request to dress up like a “Caddyshack” character looked as hopelessly out of place as the Bill Murray impersonator who was hired to entertain.

The second instance was another opening night reception, this one for a group of travel writers. Traditionally, the first evening is all about reconnecting with friends you haven’t seen all year, or for several years. So being able to talk and network is the ultimate goal. The secondary goal is to host the event in a venue that displays a facet of the city travel writers may write about.

What the host committee put together was a spectacular fashion show in the middle of a mall. It attracted a huge crowd of shoppers who hung over the balconies to get a better look and had some interesting clothes and great musical entertainment. But the format discouraged interaction, and the setting/situation was not something the travel writers felt they could write about. Plus, I heard some grumbling about how much money must have been spent on producing such an event.

So planners, listen to your clients. Know what the goals are. It doesn’t matter how big your “wow” factor is if you’re off target.

You know your company’s made a horrible mistake when it is made an example of during the presidential debates.

One week after getting an $85 billion bailout from the government, insurance company AIG spent $440,000 on a corporate retreat at the St. Regis Monarch Beach resort in Dana Point, Calif. Senator Barak Obama pointed out the trip as an example of the horrible corruption of executives in the corporate world.

All I can think of is the meeting planner caught between a rock and a hard place, who had booked this gathering a year or more out: Had they canceled the meeting, they would have lost a lot of money in cancellation fees, and would have been criticized for wasting the money. Choosing not to “waste” the money has resulted in a snowball of negative publicity.

Marianne McNulty, CMP, CTIE, of Clever Concierge (who gave us permission to reprint her e-mail) pointed out on the MeCo listserve that, according to the hotel bill, it looked like the incentive was for about 200 people, so the price per person evened out to about $2,000 per attendee, a reasonable amount for an incentive program.

“It also appears that this was an independent agency convention,” McNulty wrote. “If the ‘price of admission’ was to sell an ‘increase over quota’ number of policies, then the program would be ‘funded’ by these incremental sales. This is definitely not an ‘executive corporate retreat’ made up of the AIG executive base, but independent insurance agencies who sold an increase of AIG products and were rewarded. This was a sunk cost expended some time prior to the bailout and separate from that critical issue. The pro-rated cost per person of this venture is taxable as income to the recipient, so some government entity profits from this expenditure in the long run, which does not happen if the program is canceled.”

What do you think?

On Sept. 20 an explosion killed at least 60 people and wounded more than 250 at a Marriott Hotel in Islamabad, Pakistan.

Soon after, Bill Marriott responded to the act of terrorism in his blog, writing: “This senseless tragedy and the profound loss of life has left me greatly saddened, my heart goes out to those who’ve been injured and the families and the victims.”

Whether we like it or not, hotels are attractive targets for terrorist attacks because they are a symbol of commerce that attract large numbers of people. This bombing is another reminder of how important it is to have the proper insurance and emergency evacuation plans in place, and be familiar with hotel security measures before your meeting happens, whether you’re convening domestically or internationally.

According to the FutureWatch 2008 survey, one in five meeting planners predict their companies will become more global in reach, raising the chance that those planners will be dealing with more international meetings.

As a meeting planner, how do you balance the allure of glamorous destinations like Dubai with the potential risks of terrorism? Have you ever had to deal with an event disruption of this nature?