The Event Industry by Christina Kakadelis

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The Event Industry by Christina Kakadelis by Mind Map: The Event Industry by Christina Kakadelis

1. Introduction (Chapter 1)

1.1. Intro

1.1.1. MEEC Industry

1.1.1.1. Meetings

1.1.1.2. Expositions

1.1.1.3. Events

1.1.1.4. Conventions

1.2. APEX

1.2.1. Definition

1.2.1.1. Accepted Practices Exchange

1.2.2. Brought together to create established practices for the industry

1.2.3. Provides Documentation For:

1.2.3.1. Glossary

1.2.3.2. Event Specification Guide

1.2.3.3. Request for Proposal Forms (RFP)

1.2.3.4. Housing and Registration Accepted Practices

1.2.3.5. Contracts

1.2.3.6. Post-Event Report

1.2.3.7. Meeting and Site Profile

1.3. Meeting?

1.3.1. Gathering for a purpose

1.3.1.1. Exposition/Exhibition

1.3.1.1.1. Visit exhibits on the show floor

1.3.1.2. Event

1.3.1.2.1. Several different, but related functions

1.3.1.3. Convention

1.3.1.3.1. Attend educational sessions, socialize, or attend organized events

1.3.1.4. Trade Show

1.3.1.4.1. Targeting a specific market, not open to public

1.3.1.5. Seminar

1.3.1.5.1. Lecture with audience participation, involving specialists on an issue

1.3.1.6. Workshop

1.3.1.6.1. Intensive discussion, meant to discuss people with differing viewpoints

1.3.1.7. Conference

1.3.1.7.1. Participation-oriented, meant to lively debate, short-term, smaller scale

1.3.1.8. Clinic

1.3.1.8.1. Workshop, learn by doing

1.3.1.9. Break-Out Session

1.3.1.9.1. Small groups, occur in an event already taking place

1.3.1.10. Assembly

1.3.1.10.1. Creating a complete exhibit, formal general meeting

1.3.1.11. Congress

1.3.1.11.1. Regularly meeting, lasts many days, larger than conference

1.3.1.12. Forum

1.3.1.12.1. Q & A type meeting between guests and panelists

1.3.1.13. Symposium

1.3.1.13.1. Great number of experts present their papers on particular subject

1.3.1.14. Institute

1.3.1.14.1. Very in-depth meeting, instructional

1.3.1.15. Lecture

1.3.1.15.1. Informative speech

1.3.1.16. Panel Discussion

1.3.1.16.1. Select people are chosen to present their ideas on a specific topic

1.3.1.17. Incentive Travel

1.3.1.17.1. Reward given to employees to stimulate work progress

1.4. Org. Structure

1.4.1. Background

1.4.1.1. Segments of the Industry

1.4.1.1.1. Lodging

1.4.1.1.2. Food and Beverage

1.4.1.1.3. Transportation

1.4.1.1.4. Attractions

1.4.1.1.5. Entertainment

1.4.1.1.6. Shopping

1.4.1.2. Concept of meetings around forever

1.4.1.2.1. Every settled down culture had a meeting area

1.4.1.3. 1972 MPI is founded

1.4.1.4. Rapid Development

1.4.1.4.1. Creation of CMP exam and recognition of CLC (now CIC)

1.4.2. Economic Impact

1.4.2.1. 1/86 people in industry

1.4.2.2. 29th biggest contributor to GDP

1.4.2.3. Extremely significant

1.4.3. Scenario Planning

1.4.3.1. Plan for problems and ripples they cause

1.4.3.2. Formulating Strategies

1.4.3.2.1. Consider general scenarios

1.4.3.2.2. Examine organization's market

1.4.3.2.3. Assess core capabilities

1.4.3.2.4. Put pieces together

1.4.3.2.5. Tactical initiatives to support strategic directives

1.4.3.2.6. Implement

1.4.4. Why Meetings?

1.4.4.1. Many times people have worried that face-to-face interactions will come to an end

1.4.4.1.1. Fear of travel post-9/11

1.4.4.1.2. Technological advances

1.4.4.2. But people like meeting in person

1.4.4.2.1. Gives them a chance to interact with other people in their fields

1.4.4.3. Includes ALL forms of communication: nonverbal, verbal, body language, written, etc.

1.4.4.4. Experimental Learning and Participation

1.4.4.4.1. We go to things for the experience, to be with other people as excited as we are

1.5. Employment

1.5.1. Jobs

1.5.1.1. Event Planner

1.5.1.1.1. Special events like festivals, fairs; Larger events like Olympics, Superbowl

1.5.1.2. Meeting Planner

1.5.1.2.1. Plans meetings for companies for a variety of different needs

1.5.1.3. Wedding Planner

1.5.1.3.1. Works directly with the bride and groom and selects all the different vendors they need.

1.5.1.4. Hotel/Conference Center Sales

1.5.1.4.1. Deals with the booking of groups

1.5.1.5. Hotels

1.5.1.5.1. Primary location where events are held, have food/beverage, lodging, as well as meeting space

1.5.1.6. Convention Centers

1.5.1.6.1. Facilities that are strictly for holding meetings and other conventions

1.5.1.7. Restaurant Sales

1.5.1.7.1. Work for the restaurant to hire out their services for meetings

1.5.1.7.2. Work for the restaurant to hire out their services for meetings

1.5.1.7.3. Work for the restaurant to hire out their services for meetings

1.5.1.7.4. Work for the restaurant to hire out their services for meetings

1.5.1.8. Destination Management

1.5.1.8.1. They are considered the experts of a local town, provide guides for companies

1.5.1.9. Entertainment/Sporting Venue Sales/Services

1.5.1.9.1. Sell their large spaces for group meetings and activities

1.5.1.10. Exposition Service Contractors (ESC)

1.5.1.10.1. These are the people that create the different exhibits and stages that meetings utilize.

1.5.1.11. Destination Marketing Organizations (DMOs)

1.5.1.11.1. This organization represents a lot of MEEC organizations, deals a lot with the sales departments

1.6. Future Trends

1.6.1. Continue to be a steady market

1.6.2. Meetings, and the need for meetings, never truly end

1.6.3. More emphasis being put on environmental concerns

1.6.4. Expecting an increase in web based technology

1.6.5. Face-to-face will always exist

2. Destination Marketing Organizations (Chapter 3)

2.1. Role of DMO

2.1.1. What is?

2.1.1.1. Convention and Visitor Bureau; mainly used to get people to come to a specific destination

2.1.1.2. Three Main Goals

2.1.1.2.1. Encourage groups and companies to hold their events at a specific destination

2.1.1.2.2. Once chosen, they will aid in the event's creation with their knowledge of the local scene

2.1.1.2.3. Encourages tourists to choose their destination as the place to go on their vacation; highlight the different activities to do; museums, theme parks, natural beauty

2.1.1.3. Doesn't actually put on the event in question, but it is there to help the company and the managers to utilize their destination to the fullest

2.1.2. Purpose

2.1.2.1. Not-for-profits

2.1.2.2. Represent a specific location in order to bring economic value through tourism

2.1.2.3. Some are departments of the local government

2.1.2.4. Unbiased information

2.1.2.5. Don't charge for the majority of their offerings

2.1.3. Make Money?

2.1.3.1. If part of government, they get a portion of the local government's budget

2.1.3.2. Otherwise, they get money from hotel taxes and membership dues

2.1.4. Why Meetings are Important

2.1.4.1. They bring jobs, money, tax dollars, and entertainment for the people visiting and those who live there

2.2. What DMO does for Professionals?

2.2.1. It is official contact center for any given city.

2.2.2. DMOs don't only book hotel/convention space, they have connections to introduce planners to all the city has to offer

2.2.3. DMOs can meet with any size group, doesn't have to be convention size

2.2.4. DMOs don't usually own convention centers, but they do have connections

2.2.5. DMOs are for free

2.3. Why DMO?

2.3.1. Advantages

2.3.1.1. Free

2.3.1.2. Knowledgeable

2.3.1.3. Well Connected

2.3.2. Activities

2.3.2.1. Basically the sales rep for the particular city/town

2.3.3. Site Review/Leads Process

2.3.3.1. Provides information about the size convention meeting areas can hold

2.3.3.2. Sales manager of DMO can look at hotel rates and their expected capacity

2.3.3.3. Makes company aware of any state or local laws that could inhibit an aspect of the meeting

2.3.4. Site Inspections

2.3.4.1. Often held by a member of the DMO

2.3.4.2. Most critical step in process

2.4. DMO for Meeting Professionals

2.4.1. Unbiased

2.4.2. Massive database of local facilities

2.4.3. Extensive knowledge of what the local area has to offer

2.4.4. Provide deals on hotel rooms

2.4.5. Liasion in local government

2.5. DMAI Service

2.5.1. Destination Marketing Association International

2.5.1.1. Largest collection of official DMOs

2.5.1.2. Members include: industry professionals, partners, students, educators

2.5.1.2.1. Gives them access to educationa opportunities, networking, marketing benefits on an international level

2.5.1.3. Publishes bi-monthly e-newsletter

2.5.2. EmpowerMINT.com

2.5.2.1. Number one convention and meetings database

2.5.2.2. Post-convention history, receive reports on past events

2.5.2.3. All based on voluntary participations of DMOs

2.5.2.4. Basically a credit report of different DMOs

2.5.3. Destinations Showcase

2.5.3.1. One day educational and networking event put on by DMAI

2.5.3.2. Only DMOs and their city's meeting spaces are invited to participate

2.5.3.3. Held annunally in DC and Chicago

2.5.4. DMAI Professional Development Offerings

2.5.4.1. Annual Convention

2.5.4.2. DMMI

2.5.4.3. CEO Forum

2.5.4.4. Leadership Europe/CFO Forum

2.5.4.5. Sales Academy I and II (available online)

2.5.4.6. Shirtsleeve session

2.5.5. DMAI CDME

2.5.5.1. Certification program

2.5.5.2. Highest education level

2.5.5.3. Focuses on leadership, teamwork, and productivity

2.5.6. PDM Program

2.5.6.1. Not a designation you can carry around with you like CDME, but is looked highly upon in the industry as preparation for higher level jobs

2.5.7. Accreditation

2.5.7.1. Destination Marketing Accreditation Program

2.5.7.2. Created a standard for work in the industry to be held to

2.5.7.3. Done in part to make sure stakeholders knew how the industry was doing

2.5.8. DMAI Research

2.5.8.1. Provides statistical data about each sector of the industry as well as past years economic success

2.5.9. DMAI Foundation Research Studies

2.5.9.1. Futures Study

2.5.9.1.1. Main goal is to provide a framework for future endeavors in this field

2.5.9.1.2. Noticed 250 different trends in past data

2.5.9.2. DMO Compensation/Benefits Survey

2.5.9.2.1. Done biannually

2.5.9.2.2. Determines job compensation levels as well as different benefit packages

2.5.9.2.3. Focused on USA and Canada

2.5.9.3. DMO Organizational/Financial Profile

2.5.9.3.1. Creates standards for different tasks expected of DMOs

2.5.9.3.2. Done every two years

2.5.9.3.3. Based on taxes, budgets, staff, reserves, etc

2.5.9.4. MyDMAI

2.5.9.4.1. Face-to-face discussions with other members

2.5.9.4.2. Able to upload news, problems, etc. and use the community to discuss or solve

2.5.10. Destination/Travel Foundation

2.5.10.1. Charitable organization

2.5.10.2. Board of trustees

2.5.10.3. Merged with US Travel Association's Foundation to be what it is today

2.5.11. Membership in DMAI

2.5.11.1. New branches in membership became available

2.5.11.1.1. Students/educators

2.5.11.1.2. State/regional DMO associations

2.5.11.1.3. Allied Members

2.6. Future Trends

2.6.1. DMOs are always expanding

2.6.2. Main focus in marketing or management? Push to make both equally important

2.6.3. Continue to combine different aspects of meeting process to make whole thing more seamless

2.6.4. Politicians don't like spending their government money on DMOs

2.6.5. Likely to branch out to other places like Africa and China

3. Meeting and Convention Venues (Chapter 4)

3.1. Intro

3.1.1. Complete a Needs Analysis pre-meeting

3.1.1.1. Completing an analyaiss to decide what type of venue, etc. is best suited for an event

3.1.2. Planner must know about the venue itself and the monetary factors involved with the venue and the people putting on the meeting

3.2. Hotels

3.2.1. 2nd most common venue

3.2.2. Usually contain at the minimum of one boardroom

3.2.2.1. Fewer than 12 people

3.2.2.2. Permanent large meeting furniture

3.2.2.3. Hotel ballroom=larger version

3.2.3. Break-out Rooms

3.2.3.1. Larger than boardrooms, but smaller than ballrooms

3.2.4. Privately owned hotels are including more meeting space

3.2.5. Larger meeting spaces allow for shorter shoulders

3.2.5.1. Shoulder

3.2.5.1.1. Start/end dates of a room block when less rooms are booked

3.2.6. More simplistic "utilitarian" rooms are easier to maintain than fancy ballrooms

3.2.7. Prefunction spaces are used as areas to have coffee break, check-in desks, etc.

3.2.7.1. Areas adjacent to actual meeting rooms

3.2.7.2. Utilized so that the entirety of the meeting room can be used

3.2.8. Meetings, not usually the #1 money maker

3.2.9. Meeting space in hotel=loss leader

3.2.9.1. Fill rooms that otherwise would've stayed empty

3.2.10. Most revenue comes from rooms, some from bars, restaurants; very small comes from concessionaires

3.2.10.1. Concessionaires: usually by pool or spa

3.2.11. Casinos can be very profitable

3.2.12. Attrition penalties

3.2.12.1. Actual rooms available vs. the number/formula agreed upon in a contract

3.2.13. Hotel's regular food and beverage is not intended to handle convention traffic; catering picks up slack

3.2.14. Local Social Event

3.2.14.1. Utilize meetings space without staying overnight

3.2.14.2. Hotels usually do it as a last resort, doesn't bring them room revenue

3.2.15. Amenities are key driving factors in choosing a venue

3.2.16. Seasonality

3.2.16.1. Affect cost of using a venue

3.3. Convention Centers

3.3.1. Can hold larger events than hotels

3.3.2. Usually bare buildings with no rooms to sleep in

3.3.3. Offer more simplistic rooms that can easily be altered to fit the event

3.3.4. Exhibit halls=largest area, ballrooms smaller

3.3.5. Most convention centers are governementally funded

3.3.6. They will do more local shows since their revenue doesn't come from having to fill sleeping rooms

3.3.7. Catering comes from an outside source, convention doesn't offer catering services

3.4. Conference Centers

3.4.1. On the smaller scale

3.4.2. Resident vs. nonresident

3.4.2.1. Some offer night accommodations

3.4.3. Complete meeting package

3.4.3.1. Anything the center has, the planner/event can use at no additional fee

3.4.4. Make sure size matches the anticipation of the company holding the event

3.4.5. Corporation owned

3.4.6. Attrition based on the number of people scheduled to come vs. the number of people who actually show up

3.4.7. Cost vs. benefit

3.5. Retreat Facilities

3.5.1. Family owned; small company owned

3.5.2. Not-for-profits, charities, religious groups are main contenders for who use this service

3.5.3. Nature is a factor

3.5.4. Greatest strength/greatest weakness=relative isolation

3.5.5. Travel/transportation issues arrive the more secluded

3.6. Cruise Ships

3.6.1. Hybrid of all other event venues

3.6.2. Planning is more important than in other events; someone shows up late, they miss the ship

3.6.3. Perfect for incentive trips

3.6.4. Meeting rooms could be smaller on ships because they have to have room for rooms, restaurants, and entertainment

3.6.5. Weddings on cruises have increased

3.6.6. Again, relative isolation

3.6.7. Low attendance in actual meeting sessions due to the wealth of entertainment in such a small area

3.7. Specific Use Facilities

3.7.1. Theaters, amphitheaters, arenas, sports stadiums

3.7.2. Mostly focused on the general public, selling tickets to the events being held there

3.7.3. Staff usually made up of part time employees

3.7.4. Usually owned by the government

3.7.5. Meetings, not primary source of revenue/business

3.7.6. Fixed fee for use of facility

3.7.7. Not up to date audiovisual technology; planner may have to make plans to bring in their own

3.8. Colleges/Universities

3.8.1. Few colleges are well-equipped for massive, large scale meetings

3.8.2. Dorm/overnight accommodations not exactly appropriate for a professional environment

3.8.3. ADA concerns with older dorms

3.8.4. Art museums at colleges are often overlooked as an excellent meeting area

3.9. Unusual Venues

3.9.1. No support equipment

3.9.2. Little or no staff included

3.9.3. Planner has to account for services missing; bathrooms, parking, custodial, etc.

3.9.4. Affected by weather

3.9.5. Airport venues has massive security concerns that must be addressed

3.9.6. Tents

3.9.6.1. Pole

3.9.6.1.1. Fabric-covered

3.9.6.1.2. Held up by one or more poles in the middle

3.9.6.2. Frame

3.9.6.2.1. Simplest

3.9.6.2.2. Very little planning in advance except for actually renting the tent

3.9.6.2.3. Permit needed

3.9.6.2.4. Affected by weather

3.9.6.2.5. Lighting is a challenge

3.9.6.3. Clear Span

3.9.6.3.1. Strong roof structure

3.9.6.3.2. Possible to hang lights

3.9.6.3.3. Power, water, bathrooms must be brought in

3.9.7. Parks are tough since they are open to public

3.9.8. Destination weddings

3.10. Common Issues

3.10.1. Obstacles

3.10.1.1. Anything that stands in the way of the progress of the actual meeting being held

3.10.1.1.1. Understaffed

3.10.1.1.2. Not enough parking

3.10.1.1.3. Transportation

3.10.1.1.4. Etc.

3.10.2. Power

3.10.2.1. Expensive

3.10.2.2. Difficult to get in some venues; generators (expensive) can be used

3.10.3. Rigging

3.10.3.1. Most events call for lighting from the ceiling, but some types of ceilings make it impossible to accommodate

3.10.3.2. Plaster ceilings and precast concrete roofs are toughest

3.10.3.3. Mostly use contracted companies to negate liability

3.10.3.4. Sometimes safe lighting can impede the aesthetic value of the event

3.10.4. Floors

3.10.4.1. Must find out if the floor can handle different vehicles driving over it

3.10.4.2. Floor plan must be completed for fire safety reasons and for the event venue

3.10.4.3. Different floors must be treated differently

3.10.5. Access

3.10.5.1. Is the venue easy to get to for the attendees as well as the people setting it up?

3.10.5.2. Can trucks access the load docks easily?

3.10.5.3. Was the load dock built with the climate in mind?

3.11. Function Rooms/Setups

3.11.1. Auditorium/Theater Style

3.11.1.1. Used when interactions between attendees is not the primary focus

3.11.1.2. Rows of chairs facing the same direction where a person is speaking

3.11.1.3. Aisles allow for easy movement throughout

3.11.2. Classroom Style

3.11.2.1. Used for events where note/test taking is expected or teamwork is an activity

3.11.2.2. Each row of chairs has a table

3.11.2.3. Not usually used when primary focus is a lecture

3.11.3. Rounds

3.11.3.1. Mostly used for food

3.11.3.2. Also when a large amount of time will be spent with team activities

3.11.3.3. Crescent rounds won't have chairs going all the way around the table

3.12. Future Trends

3.12.1. Unique venue options expanding

3.12.2. Increase in amount of space dedicated to conventions

3.12.3. Convention centers adding spaces for entertainment events as well

4. Organizers and Sponsors (Chapter 2)

4.1. Who?

4.1.1. Corporations

4.1.1.1. Definition

4.1.1.1.1. Legally chartered enterprises whose main goal is to make money

4.1.1.2. Attendance at meetings is usually mandatory

4.1.1.3. Types of Corporate Events

4.1.1.3.1. Stockholders Meetings

4.1.1.3.2. Board Meetings

4.1.1.3.3. Management Meetings

4.1.1.3.4. Training Meetings

4.1.1.3.5. Incentive Trips

4.1.1.3.6. Sales Training/Product Launches

4.1.1.3.7. Professional/Technical Training

4.1.1.4. Who Shows Up?

4.1.1.4.1. Members of the company and their friends and family

4.1.1.5. Marketing?

4.1.1.5.1. Very little since most of these types of events are mandatory for the people within the company, but a reminder should be sent through the mail.

4.1.1.6. Who Plans?

4.1.1.6.1. Usually a group of people who have other jobs within the company; their sole role is not event planning; usually these people in charge come from the department holding the meeting

4.1.2. Associations

4.1.2.1. Definition

4.1.2.1.1. People coming together with unified interest and goals in a variety of different settings (social, educational, etc.); voluntary

4.1.2.1.2. Very large; anywhere from hundreds to thousands

4.1.2.2. Decision Makers

4.1.2.2.1. Must decide on location; some countries choose to change city each time in order to appeal to a wider group of people

4.1.2.2.2. Then decide on venue; hotel, convention center; must be available and a good choice for the event, shouldn't put a large event into a small hotel

4.1.2.3. Types of Associations

4.1.2.3.1. Local

4.1.2.3.2. State

4.1.2.3.3. Regional

4.1.2.3.4. National

4.1.2.3.5. International

4.1.2.3.6. Professional

4.1.2.3.7. Not-for-Profits/Nonprofits

4.1.2.3.8. SMERFs

4.1.2.4. Marketing

4.1.2.4.1. Essential, since it is a voluntary event the company needs to spread the word that this event is taking place; typically items are primarily sent through the mail.

4.1.2.5. Who Plans?

4.1.2.5.1. Pretty even split between people who have other jobs and people whose sole job is the managing of events.

4.1.3. Government

4.1.3.1. Per Diem Rate

4.1.3.1.1. Rate per day, typically associated with government events; people participating have a set amount of money they can use on food and other things.

4.1.3.2. Decision Makers

4.1.3.2.1. The people in charge of calling these meetings to order are typically the managers; meetings can be educational, about how to deal with budgets, etc.

4.1.3.2.2. Dependent on funding available

4.1.3.3. Types/Purpose/Objectives

4.1.3.3.1. Mostly utilized for training

4.1.3.3.2. Can be multiple meetings at one time in different parts of the country as to minimize travel costs of those attending

4.1.3.4. Attendance

4.1.3.4.1. For government staff: mandatory

4.1.3.4.2. For public: voluntary

4.1.3.5. Security

4.1.3.5.1. Large focus of pre-event planning, work with security officials associated with the government since the majority of people attending are influential leaders

4.1.3.6. Marketing

4.1.3.6.1. Since a large majority attending are government officials forced to go, not much marketing needs to be done other than a save the date

4.1.3.6.2. In order to attract the general public to come, the news of such a convention should be widely available

4.1.3.7. Who Plans?

4.1.3.7.1. Similar to Corporations; can be someone who spends all of them time planning, or someone who's part of the department putting on the event

4.2. Org. Entities

4.2.1. Exhibition

4.2.1.1. Definition

4.2.1.1.1. Develop and actually put on shows that make profit for their companies as well as their sponsoring partner

4.2.1.1.2. Trade Shows

4.2.1.1.3. Expositions

4.2.1.1.4. Public Shows

4.2.1.1.5. Exhibition Management Company

4.2.1.2. Decision Maker

4.2.1.2.1. The highest up people in the company are the ones who are deciding the where/why/why/how

4.2.1.2.2. Too many = over saturation; too few = easily allows competition to come into the market

4.2.1.3. Attendees

4.2.1.3.1. Depends on purpose of the exhibit; could be made up of trade professionals or could be built on the general public

4.2.1.4. Marketing

4.2.1.4.1. Need to extend their marketing to two groups, the vendors who want to showcase their products/services and the general public who would be interested in purchasing the goods or services

4.2.2. Association Management Companies

4.2.2.1. These are companies that are hired by associations to be in charge of some or all of the association.

4.2.2.2. Someone in the company will head the communication with the association to make sure everything is in the right place

4.2.3. Meeting Management Companies

4.2.3.1. Very similar to Association Management Companies

4.2.3.2. Sell their services on a contractual basis

4.2.3.3. Can do broad or more specialized work for each of the companies it gets hired by

4.2.4. Independent Meeting Managers

4.2.4.1. These are usually started by people who have already made a name for themselves by working at a management company

4.2.4.2. They can manage aspects of the meeting or the meeting as a whole

4.2.4.3. Can also be utilized when a crisis arises in the event management

4.2.5. Event Management Companies

4.2.5.1. This type of company is specifically hired to only take care of one aspect of a much larger event

4.2.5.2. May also be contracted to put on more local events

4.2.6. Professional Congress Organizers (PCO)

4.2.6.1. Term most widely used outside of the US

4.2.6.2. Basically an event management company

4.2.6.3. Deals very locally

4.2.6.4. Can also be used to deal with domestic contracts when dealing with international events

4.2.7. Professional Associations Supporting Independent Planners

4.2.7.1. Help with professional development

4.2.8. Other

4.2.8.1. Political Organizations

4.2.8.1.1. National parties

4.2.8.1.2. Local government

4.2.8.2. Labor Unions

4.2.8.2.1. Teamsters

4.2.8.2.2. Service Employees International Union (SEIU)

4.2.8.3. Fraternal Groups

4.2.8.3.1. University frats or sororities

4.2.8.4. Military Reunion Groups

4.2.8.5. Educational Groups

4.2.8.5.1. High schools

4.2.8.5.2. Colleges

4.3. Future Trends

4.3.1. Shortening Meetings

4.3.1.1. An effort to reduce costs of an extra day of hotels and food expenses for participants

4.3.2. Change of Frequency

4.3.2.1. Companies that meet each year for a meeting are contemplating skipping a year and holding their events every other year

4.3.2.2. Also are discussing the idea of regional events so that less travel time is needed for participants

4.3.3. More Value

4.3.3.1. Using technology to allow those who couldn't make it to still fully utilize the benefits of being a part of the association

4.3.4. Increase Interactivity

4.3.4.1. Increase in use of social media

4.3.5. Merge Sponsor Organizations

4.3.5.1. Looking to share events with similar companies that share similar mission statements and goals

4.3.6. Cyber Conferences

4.3.6.1. Allow for larger scale meetings to occur since there won't a room everyone involved has to congrugate in

4.3.6.2. Allows for those with less monetary means to feel included

4.3.6.3. Will not take the place of face-to-face meetings

4.3.7. Virtual Trade Shows

4.3.7.1. Similar to cyber conference

4.3.7.2. Allows a wider group of people interested to have access to the new products/services

4.3.7.3. Can be standalone or can go hand in hand with an actual trade show going on

4.3.8. Outsourcing

4.3.8.1. Instead of hiring long-term meeting planners who stay with the company after the event has ended, they got rid of them and are hiring management companies for the events

4.3.8.2. No long-term

4.3.9. Focus on ROI

4.3.9.1. Return on investment; thinking about the costs and the benefits of putting on the events

5. Exhibitions (Chapter 5)

5.1. Intro

5.1.1. About 14,000 trade shows/exhibitions put on each year in US

5.2. History

5.2.1. Began in biblical era, but didn't gain immense popularity until the medieval times in Europe

5.2.2. Craftsmen, farmers would come from all over to sell their goods

5.2.3. Germany and France are the first countries to have recorded participating in these fairs

5.2.3.1. Leipzig Fair (1165)

5.2.3.2. Dublin Fair (1215)

5.2.3.3. Cologne's biannual fair (1259)

5.2.3.4. Frankfurt's book fair (1445)

5.2.4. These fairs went until the industrial revolution which is when widespread mass manufacturing became popular

5.2.5. In 1800's, became began to see benefits of people knowledgeable in their field to come together and showcase their talents

5.2.6. Mid-1900's trade shows began to grow even more; focusing on showing new technological advances

5.2.7. National Association of Exposition Managers started in 1978 (now International Association of Exhibitors and Events)

5.3. Types of Shows

5.3.1. Trade Shows

5.3.1.1. Business only events

5.3.1.2. Private, public not allowed

5.3.1.3. Exposition now means the same thing

5.3.1.4. Attendance can only be people in the same industry looking to purchase the new good

5.3.1.5. Marketing mostly comes in the form of trade publications

5.3.2. Consumer/Public Shows

5.3.2.1. Open to public

5.3.2.2. Wide variety of different products being showcased

5.3.2.3. Usually held on weekends

5.3.2.4. Price to get in

5.3.2.5. Marketing is essential

5.3.3. Consolidation Shows

5.3.3.1. Open to buyers and the public

5.3.3.2. May have preview for buyers the open up to public later in the day

5.4. Economic Forecast

5.4.1. Went through a small rough patch when economy took a nose dive, but is steadily increasing again

5.5. Exhibition Management: Key Players

5.5.1. Exhibition Organizer

5.5.1.1. Responsible for running all aspects of the event

5.5.1.2. Need to market the show

5.5.1.3. Gather resources needed to put on the event

5.5.2. Facility Manager

5.5.2.1. They are in charge of the logistical portion of the facility

5.5.2.2. Need to consider things like size, amenities available, cost, etc.

5.5.2.3. Need to be aware that facility may have to upgrade to accommodate increasing need for meeting spaces

5.5.3. General Service Contractor

5.5.3.1. They are crucial in finding the planner a variety of different services

5.5.3.2. Deal with designing the floor plan, audiovisual, arranging special external contractors

5.5.3.3. Develop a manual to lay out all of the needs and services desired by the company putting on the event

5.6. Considerations in Planning

5.6.1. Location

5.6.1.1. Benefits of changing show location year to year?

5.6.1.1.1. Attract additional attendees

5.6.1.1.2. Attract different groups of people

5.6.1.1.3. Local tourism activities draw attendees

5.6.1.2. Balance between location, cost, and ideal attendance level

5.6.1.3. Is the location easily accessible for attendees and the ones who are bringing in supplies?

5.6.1.4. Are the hotels the right choice?

5.6.1.4.1. Room rates in attendees' prince range?

5.6.1.5. Is the weather a good climate that would entice people to come?

5.6.2. Shipping/Storage

5.6.2.1. Is there enough space to hold transported booth and event materials prior to the event actually taking place?

5.6.2.2. Allow extra time for items to show up

5.6.3. Marketing/Promotion

5.6.3.1. Attendance is always key to success regardless of what kind of show is put on

5.6.3.2. Sponsorship/Marketing

5.6.3.2.1. General Sponsorship

5.6.3.2.2. Special Event Sponsorship

5.6.3.2.3. Daily Advertising during Show

5.6.3.2.4. Advertising in Show Directory

5.6.3.2.5. Promotional Items Sponsorship

5.6.4. Technology

5.6.4.1. Internet

5.6.4.1.1. Register online

5.6.4.1.2. Buy tickets to show in advance

5.6.4.1.3. View plans/events occurring

5.6.4.1.4. Travel arrangements

5.6.4.2. Lead Retrieval Systems

5.6.4.2.1. Bar-code badge that holds an attendee's data

5.6.4.3. RFID

5.6.4.3.1. Used to track patron's movements; issues rise with privacy

5.6.4.4. Promotion

5.6.4.4.1. Give out flash drives which can hold much more info than brochures or other paper goods

5.6.5. Risk/Crisis Management

5.6.5.1. Look at potential risks and determine processes to take care of it

5.6.5.2. More emphasis placed on security after 9/11

5.6.5.3. Crisis management team is necessary to take care of problems as they are happening

5.7. Exhibitor Perspective

5.7.1. Why Exhibit?

5.7.1.1. Convey a message

5.7.1.2. Getting your name out there

5.7.1.3. Annual presentation of new product

5.7.1.4. Branch out customer base

5.7.1.5. Meet with industry professionals

5.7.2. Design Principles

5.7.2.1. Budget effects presentation

5.7.2.2. Where your booth is located within the exhibition hall

5.7.2.2.1. Location of bathrooms

5.7.2.2.2. Location of entrance

5.7.2.2.3. Location of food vendors

5.7.2.2.4. Location of competitors

5.7.2.3. Booths

5.7.2.3.1. Standard Booth

5.7.2.3.2. In-line Exhibit

5.7.2.3.3. Island Exhibit

5.7.2.3.4. Peninsula Exhibit

5.7.2.3.5. Multilevel Exhibit

5.7.2.4. Signs are what draw people to the booth; must be well thought out

5.7.3. Staffing

5.7.3.1. Professional look

5.7.3.2. Knowledgeable about the product/service

5.7.3.3. Demonstrations

5.7.3.4. Must have enough staff during busy times

5.7.4. Measuring Return on Investment

5.7.4.1. ROI

5.7.4.1.1. Space rental

5.7.4.1.2. Service contractor expenses

5.7.4.1.3. Travel expenses

5.7.4.1.4. Promo items

5.7.4.1.5. Shipping costs

5.7.4.1.6. Training

5.8. Future Trends

5.8.1. Less attendees show up, but those who do show up are more dedicated

5.8.2. Virtual trade shows seeing a rise in popularity

5.8.3. With prominence of internet/fact being easily accessible, booths must provide something more

5.8.4. Less shows, but bigger shows

6. Service Contractors (Chapter 6)

6.1. Definition of Service Contractor

6.1.1. Person who manages a tradeshow

6.1.2. Helps to deal with barriers; language, cultural, etc.

6.1.3. Hired for specific service; electrician, florist, technician, etc.

6.2. Responsibilities

6.2.1. General

6.2.1.1. General Service Contractor

6.2.1.1.1. Organization that provides the event with many different services

6.2.1.1.2. Hired by show manager

6.2.1.1.3. Very general tasks

6.2.1.2. Official Contractor

6.2.1.2.1. Oversees labor, installation/breakdown of exhibit

6.2.1.3. Material Handling/Drayage

6.2.1.3.1. Delivery of items from loading dock to event space; basically unloading, storing, and reloading equipment

6.2.1.4. Drayage Charge

6.2.1.4.1. Cost of moving items, usually based on weight

6.2.1.5. Over the years have expanded into more technical offerings to give event planners more of a centralized one stop location

6.2.1.6. Exhibitor Service Manual

6.2.1.6.1. Basically every important detail is in it; times, dates, names, rules, etc.

6.2.2. Trade Unions

6.2.2.1. Different states have different laws; right to work states don't require trade professionals to join a union

6.2.2.2. Need to be very careful in unionized places

6.2.2.3. Unions are very helpful in negotiating wages, unjust termination, as well as maintaining good working conditions

6.3. Evolution

6.3.1. Convention centers are acting more like GSCs in that they are having more services available as part of a package deal in the center

6.3.2. Exhibitor-Appointed Contractors

6.3.2.1. Don't work for the town, but for the company and travel with the company

6.3.3. GSCs are delving more into assisting with the company's marketing scheme

6.3.4. Using more technology

6.3.4.1. Web sites, GPS on transporting trucks, Design Vault

6.4. Organization

6.4.1. Sales

6.4.1.1. National and local branches

6.4.1.2. Sometimes also exhibitor sales department also

6.4.1.3. Work the floor to sell the product

6.4.2. Logistics

6.4.2.1. Deals with a lot of pre-planning, making sure things show up where/when they're supposed to

6.4.2.2. Help with layout, labor, on-site issues

6.4.2.3. Today this is done with CAD/CAM software

6.4.3. Drayage/Warehousing

6.4.3.1. Transporting/installation of materials

6.4.3.2. Storage of materials during event

6.4.4. Event Technology

6.4.4.1. Special effects, deals with production department

6.4.5. Event Services

6.4.5.1. Deals with the rules of the land, any onsite issues with regards to labor, regulations, etc.

6.4.6. Production

6.4.6.1. Deals with set pieces; backdrops, lighting, anything that needs to be built specially for this event

6.4.7. Accounting/Finance

6.4.7.1. Deals with money and analyzes

6.5. Specialty

6.5.1. Audiovisual

6.5.1.1. Providing audiovisual services

6.5.2. Business Services

6.5.2.1. Business services like printing, emailing, faxing, etc.

6.5.3. Catering

6.5.3.1. Food/beverage provided for the event

6.5.4. Cleaning Services

6.5.4.1. Cleaning the public areas of the event

6.5.5. Communications

6.5.5.1. Provides cell phones and other wireless services

6.5.6. Computers

6.5.6.1. Rent monitors or computers

6.5.7. Consulting

6.5.7.1. Deals mostly with pre-planning, layout, and design; can be third party

6.5.8. Decor

6.5.8.1. Basic enhancements to event space

6.5.9. Drayage

6.5.9.1. Transporting and storing materials for exhibit

6.5.10. Electrical

6.5.10.1. Supplies power to exhibit

6.5.11. Entertainment Agency

6.5.11.1. Acts as liasion between the performer and the event organizer

6.5.12. Floral

6.5.12.1. Rental and arrangement of flowers

6.5.13. Freight

6.5.13.1. Shipping materials to the show and back

6.5.14. Furniture

6.5.14.1. Rentals to decorate the space

6.5.15. Internet Access/Telephones

6.5.15.1. Rent wires to set up possible internet/telephone hot spots

6.5.16. Labor Planning/Supervision

6.5.16.1. Knows all about the local regulations and deals with tradespeople rules

6.5.17. Lighting

6.5.17.1. Could work with audiovisual; hired to design lighting scheme as well as rig it up

6.5.18. Staffings

6.5.18.1. Temporary jobs filled to assist during event hours

6.5.19. Utilities

6.5.19.1. Gas, water, plumbing, etc.

6.5.20. Photography

6.5.20.1. Used for future brochures or on the company website for publicity

6.5.21. Postal/Package Services

6.5.21.1. Collects both for the event and the exhibition

6.5.22. Registration Company

6.5.22.1. Outsourced company that deals with name badges, registration, etc.

6.5.23. Security

6.5.23.1. Watch over the booth when closed and perform crowd control when open

6.5.24. Speaker Bureaus

6.5.24.1. Help organizers find the speakers for the event

6.5.25. Translators

6.5.25.1. Work with event organizer to provide seamless translations of the speeches/other event activities

6.6. Exhibitor-Appointed Service Contractors

6.6.1. Official contractor company for the event

6.6.2. Too many companies can be a nightmare on the day of the event

6.6.3. Exclusive Services are services that can only be form EACs

6.7. Relationship Between Contractors and Event Organizers

6.7.1. Hire GSCs early on because they will help decide where/when/how the event will occur

6.7.2. RFP

6.7.2.1. Process of hiring a service contractors

6.7.2.2. Questions/specifications for each event

7. Destination Management Companies (Chapter 7)

7.1. Definition

7.1.1. Professional service company that is very knowledgeable about the local area; provides a contact for those looking to do tours, transportation, and other things for the event

7.1.2. Also called ground operator

7.1.3. Work with local airports, hotels, convention centers, etc.

7.2. Services Provided

7.2.1. Venue selection

7.2.2. Itinerary and other planning

7.2.3. Production

7.2.4. Team building

7.2.5. VIP services

7.2.6. Are crucial because they are the ones trusted to provide proper entertainment for the setting

7.2.7. Transportation makes or breaks event; car services

7.2.8. Services are basically without limits, they can wear many different hats for the event

7.3. DMC vs. DMO

7.3.1. DMO's focus more on marketing their city for events and less about the actual planning

7.3.2. DMO's work to help both the community economy and the economy of the private companies looking to book their city for an event

7.3.3. Clients usually contact a DMC after speaking with a DMO

7.3.4. DMC's must bid for the right to put on an event; each competing DMC must create a proposal to pitch to the company

7.3.5. Business Structure of DMCs

7.3.5.1. Prerequisites

7.3.5.1.1. Staff

7.3.5.1.2. Temp. Staff

7.3.5.1.3. Office

7.3.5.1.4. Technology

7.3.5.1.5. Licenses/Insurance

7.3.5.1.6. Community Contacts

7.3.5.1.7. History

7.3.5.1.8. Destination Resources

7.3.5.2. Must be legally insured for the business events they are helping to put on

7.3.5.3. Maintaining relationships between the event planners and the DMC is crucial

7.3.5.4. Reputation

7.4. DMC Organization

7.4.1. Independent

7.4.1.1. Used more often with a limited or very specific event

7.4.1.2. Don't offer full amount of extensive services

7.4.1.3. Success depends mainly on the owner's ability to keep up good relationships

7.4.1.4. Easy to start, but requires many hours

7.4.2. Multi-Service

7.4.2.1. Larger than independent

7.4.2.2. Amass large networks of contacts

7.4.2.3. More dispersed staff in different locales

7.4.2.4. They usually offer a better product at a lower cost than an independent

7.4.3. Destination Management Networks

7.4.3.1. Basically a way to interconnect DMCs in different places

7.4.3.2. Independent DMCs pay a fee to be a part and in turn get access to other DMCs and they can help reduce cost of expenses and marketing

7.5. Business Model of DMC

7.5.1. Used by event planners; they are the clients in this situation

7.5.1.1. Clients

7.5.1.1.1. Corporate Accounts

7.5.1.1.2. Association Accounts

7.5.1.1.3. Incentive-based Organizations

7.5.2. Hired By

7.5.2.1. Company planning the event

7.5.2.2. Professional Meeting Company who was hired by the company that is planning the event

7.6. DMC Process

7.6.1. Sale Process

7.6.1.1. New events must be won in order for the DMC to stay afloat

7.6.1.2. The location highly determines the success of events coming into the specific town; natural and man-made tourist locations can enhance the city

7.6.1.3. Specialization in a specific sector may occur, but is not necessary

7.6.2. Identify New Business Opportunities

7.6.2.1. The best place to find potential new clients is by going to industry trade shows in the area

7.6.2.2. Some clients set up a "house account" which lets a specific DMC get the client without having to go through the bidding process

7.6.2.3. Knowing the up and coming players in the market is a good place to start

7.6.3. Request for Proposal (RFP)

7.6.3.1. Prepare detailed proposals when attempting to win over a client

7.6.3.2. Proposal of services

7.6.3.2.1. Project specifications

7.6.3.2.2. Research/development

7.6.3.2.3. Creativity/innovation

7.6.3.2.4. Budgets

7.6.3.2.5. Response time

7.6.3.2.6. Competition

7.6.3.3. Client must tell DMC about the logistics of the event; size, attendees, budget, etc.

7.6.4. Site Inspections

7.6.4.1. Usually set up by the DMOs, but they may be involved in some way

7.6.5. Program Development

7.6.5.1. This is based on the contracts the DMC has with local venues, transportation, and other companies.

7.6.5.2. During the planning phase, the DMC must carefully watch over all aspects and make sure everything is staying within budgets

7.6.6. Program Execution

7.6.6.1. In order to get returning clients, the DMC must carefully monitor that all aspects of the event are flawless

7.6.6.2. Only have one chance to make sure everything runs smoothly

7.6.7. Transportation Services

7.6.7.1. Services usually begin at the airport with some sort of transportation to the event

7.6.7.2. This is the first impression of the event and can mold how the person views the overall success of the program

7.6.8. Production of Events

7.6.8.1. Must be on call for any little thing that shows up

7.6.8.2. It is the little things that makes people remember the event, for better or for worse

7.6.8.3. Constant communication between all of the service vendors is essential for a smooth event

7.6.9. Wrap-Up/Billing

7.6.9.1. The end cost breakdown should closely resemble the cost agreement from the proposal

7.6.9.2. Any differences should be brought to the planner's attention around the time of the end of the program so that everything is still fresh

7.6.10. Choosing a DMC

7.6.10.1. Contact a city's CVB or DMO

7.6.10.2. Question the DMC's experience, success, etc.

7.6.10.3. Consider the DMC that best fits size, budget, and other needs

7.6.11. DMC Resources

7.6.11.1. Products

7.6.11.1.1. These are basically the services the DMC offers

7.6.11.1.2. Creative property is a major issue; frowned upon to take a DMC's creative ideas and then not hire them for the job

7.6.11.2. Reputation

7.6.11.2.1. Customer satisfaction is the best tool

7.6.11.2.2. "Only as good as last program completed"

7.6.11.2.3. Needs to be well loved by locals as well

7.6.11.3. Experience

7.6.11.3.1. Planners view this as very valuable

7.6.11.3.2. Very easy industry to get into, so it is very important that the company you choose knows what it is doing

7.6.11.4. Relationships

7.6.11.4.1. The more connections a DMC has, the more smoothly it can coordinate all of its different services

7.6.11.4.2. "Destination savvy"

7.6.11.5. Suppliers/Vendors

7.6.11.5.1. Expected to have a large network of companies that are top of the line at their disposal

7.6.11.5.2. Stable list of contractors

7.6.11.6. Credit/Buying Power

7.6.11.6.1. The DMC should be held in good value by local hotels and other services it utilizes

7.6.11.6.2. They must have the ability over the local companies to be able to call them up at a moments notice and get the results needed

7.7. Future Trends

7.7.1. Green is the new black; greener business practices are an ever popular trend

7.7.2. Work together in Consortiums; consolidations happening in the industry means that the companies are going to need to be closer knit

7.7.3. New Business from Drive-To Markets; look for more local and regional event spaces

7.7.4. Develop Crisis Network; Make sure all attendees are safe

7.7.5. Standard of Conduct

7.7.6. Technology is #1 competitor

8. Special Events Management (Chapter 8)

8.1. Working Definition

8.1.1. Special Event

8.1.1.1. Umbrella term

8.1.1.2. Functions that bring people together for a special, unique purpose

8.1.2. Begins With Relationship

8.1.2.1. These events are more personal and therefor require a special relationship to form between the planner and the client

8.2. History/Background

8.2.1. Events have been around since the dawn of time

8.2.2. Term "special events" belongs to Robert Janni from Disney, he made the Main Street Electrical Parade

8.2.3. Civic Events

8.2.3.1. Founder's Day

8.2.3.2. Centennials

8.2.4. Mega-Events

8.2.4.1. Olympics

8.2.5. Festivals/Fairs

8.2.5.1. Fair, not for profit

8.2.5.2. Festival, for profit

8.2.6. Expositions

8.2.6.1. Entertainment

8.2.7. Sporting Events

8.2.7.1. Super Bowl

8.2.8. Social Life Events

8.2.8.1. Weddings

8.2.8.2. Bat Mitzvahs

8.2.9. Meetings/Conventions

8.2.10. Retail Events

8.2.10.1. Apple

8.2.11. Religious Events

8.2.11.1. The Hajj

8.2.11.2. Quanza

8.2.12. Corporate Events

8.2.12.1. Christmas Parties

8.3. Planning Tools

8.3.1. Understand Community

8.3.1.1. Need the okay from the community before the majority of steps can be made

8.3.1.2. Support financially/physically

8.3.2. Merchandising/Promoting

8.3.2.1. Promotional Mix Model

8.3.2.1.1. Set up channels of information to get the word out about the event

8.3.3. Roles of Mix Model

8.3.3.1. Sales Promotion

8.3.3.1.1. Marketing that provides extra value to the people contributing to the event as well as the consumer

8.3.3.2. Publicity/Public Relations

8.3.3.2.1. Publicity

8.3.3.2.2. Public Relations

8.3.3.3. Social Media

8.3.3.3.1. Viral marketing is taking off

8.3.3.3.2. Allows for control in the message being sent out

8.3.3.4. Personal Selling

8.3.3.4.1. Done in person, is an attempt to sell the event to potential visitors

8.3.4. Sponsorships

8.3.4.1. Economic Changes (positive and negative)

8.3.4.2. Target certain market segments

8.3.4.3. Measure end results

8.3.4.4. Fragmentation of media

8.3.4.5. Growth of diverse segments

8.4. Understand Target Market

8.4.1. Consumers have changed

8.4.2. All differing demographics must be understood and taken into account during preparation

8.4.3. Positive word of mouth is key

8.4.4. Community needs to support the event

8.5. Preparation

8.5.1. Permits are crucial

8.5.2. Health department may need to be notified

8.5.3. Secure vendors/suppliers

8.5.4. Ticket prices

8.5.5. Accounting

8.5.6. Registration

8.5.7. Marketing

8.5.8. Timelines made and followed

8.6. Budget

8.6.1. Rental Costs

8.6.1.1. May need to pay money to rent a space

8.6.2. Security Costs

8.6.2.1. Many venues provide limited security

8.6.2.2. May need to hire more to fit needs

8.6.3. Production Costs

8.6.4. Labor Costs

8.6.4.1. Unionized cities versus non-unionized

8.6.5. Marketing Costs

8.6.5.1. Advertising, direct marketing, etc. all need to be taken into account during the planning process

8.6.6. Talent Costs

8.6.6.1. The majority of events have some sort of entertainment and these people need to be paid

8.7. Breakdown

8.7.1. Participants

8.7.1.1. Get feedback of what they liked and didn't like to better it for next year

8.7.2. Media/Press

8.7.2.1. What made the event newsworthy?

8.7.3. Staff/Management

8.7.3.1. Feedback from those working is necessary too because they can let the planners know what wasn't working behind the scenes

8.7.4. Vendors

8.7.4.1. Mandatory survey

8.8. Future Trends

8.8.1. Minimalism is a growing fad

8.8.2. Clients are looking for a one stop shop

8.8.3. Going green is a massive concern in this industry

8.8.4. Technology can be used in promoting the event

8.8.5. Is the quality measuring up to the cost?

8.8.6. Relationships are the key to future success

9. Planning/Producing MEEC Gatherings (Chapter 9)

9.1. Intro

9.1.1. Understand needs of group

9.1.1.1. Who are they?

9.1.1.2. Why are they throwing this event?

9.1.1.3. Why here?

9.2. Setting Objectives

9.2.1. Creating Meeting/Event Objectives

9.2.1.1. Determine the purpose of the event

9.2.1.2. Clear, concise, measurable objectives, decide how to attain those objectives

9.2.1.3. These objectives effect all of the other aspects of the event; food and beverage, transportation, etc.

9.2.1.4. Annual Meetings

9.2.1.4.1. Mainly for networking and meeting industry professionals, happens yearly

9.2.1.5. Planning must begin months in advance

9.2.1.6. Attendees shouldn't be able to notice if the employees are doing well; that in itself is doing well

9.2.1.7. ROI is important and the driving force

9.3. Importance of Education

9.3.1. Professional Certifications

9.3.1.1. Continuing Education Units

9.3.1.2. Continuing Medical Education

9.4. Needs Analysis

9.4.1. Keep a group history

9.4.2. Helps future events get planned better

9.4.3. Needs analysis is all about the expectations of the people putting on the event

9.5. Developing SMART Objectives

9.5.1. Smart

9.5.1.1. One concept for each objective

9.5.2. Measurable

9.5.2.1. Quantifiable goals

9.5.3. Achievable

9.5.3.1. Is it within reason?

9.5.4. Relevant

9.5.4.1. Are the objectives related to the company?

9.5.5. Time

9.5.5.1. Create a timeline for completion

9.6. Site Selection

9.6.1. Objectives will help the planner decide where to hold the event

9.6.2. Meeting planner doesn't have the final say in what city the event will be held in

9.6.3. Always consider where the attendees live in relation to where you may want the event to be held

9.6.4. Cost is crucial, some cities are more expensive than others

9.6.5. How will attendees get to the event from other places?

9.6.6. International Association of Conference Centers

9.6.7. Meeting space available?

9.7. Request for Proposal

9.7.1. Standardized format http://www.conventionindustry.org

9.7.2. Familiarization Trips are a way to get the name out of a location; put together by CVB or hotel

9.7.3. After selection comes negotiations

9.8. Budget Concerns

9.8.1. Establish Financial Goals

9.8.1.1. Planned for profit?

9.8.1.1.1. Break Even

9.8.1.1.2. Make Profit

9.8.1.1.3. Deficit

9.8.1.2. Can also be quantified by new business for the company

9.8.2. Identify Expenses

9.8.2.1. Indirect Cost

9.8.2.1.1. Organizational expenses not related to event itself, more like salaries, equipment repair, etc.

9.8.2.2. Fixed Cost

9.8.2.2.1. Regardless of how successful, these costs still happen; room rental, booth, equipment, etc.

9.8.2.3. Variable Cost

9.8.2.3.1. Varies based on the amount of people; food/beverage

9.8.3. Identify Revenue Sources

9.8.3.1. How is this event going to make money?

9.8.3.2. Ads, marketing

9.8.3.3. Partnering with other companies

9.9. Cost Control

9.9.1. Signing Authority

9.9.1.1. The ability to decide and change the order for the event; mostly given to managers and CEOs

9.9.2. Guarantee

9.9.2.1. The set amount of food/beverage to be delivered to an event regardless of how many people actually show up

9.10. Control in MEEC

9.10.1. Designing the Evaluation

9.10.1.1. Best type of evaluation is one that is short, simple, and to the point

9.10.1.2. Timing effects how drawn out the questionnaire can be

9.11. Program Implementation

9.11.1. Types

9.11.1.1. General/Plenary Session

9.11.1.1.1. Used to speak to all attendees at one time

9.11.1.1.2. Introduces speakers, important people in event

9.11.1.1.3. Lasts about an hour

9.11.1.1.4. Keynote Address is given, usually by someone famous as to draw people to the event

9.11.1.2. Concurrent Session

9.11.1.2.1. More educational

9.11.1.2.2. May also take a group panel form

9.11.1.2.3. Lasts about an hour

9.11.1.3. Workshop/Breakout Sessions

9.11.1.3.1. Intimate

9.11.1.3.2. May learn more specifics about event

9.11.1.3.3. 150 or less people

9.11.1.4. Roundtable Discussion Groups

9.11.1.4.1. Interactive

9.11.1.4.2. More relaxed; can enter and leave a discussion whenever they see fit

9.11.1.5. Poster Sessions

9.11.1.5.1. Intimate

9.11.1.5.2. Used mostly at medical or academic events

9.11.1.5.3. Presenters must be at their board during given times to answer questions

9.11.2. Content

9.11.2.1. Track

9.11.2.1.1. This is the act of separating breakout events into different fields; marketing, growth, etc.

9.11.2.2. Levels

9.11.2.2.1. Differentiating between different skill levels

9.11.2.2.2. Content is catered to the learning curve

9.12. Session Scheduling

9.12.1. Timing is everything

9.12.2. Two things of equal importance usually shouldn't overlap

9.12.3. Don't expect too much of people

9.13. Refreshment Breaks/Meal Functions

9.13.1. People like food and need food to continue having a good time, so give them time to eat and drink

9.13.2. However, free flowing alcohol can provide a whole new set of issues

9.13.3. The type of food can change the mood of the event

9.14. Speaker Arrangements

9.14.1. Volunteer Speakers

9.14.1.1. Pros

9.14.1.1.1. Little to no expense

9.14.1.1.2. Very knowledgeable

9.14.1.1.3. Popularity increases guests

9.14.1.1.4. Relationships between the speaker and event are formed and can be later utilized

9.14.1.2. Cons

9.14.1.2.1. May not be entirely prepared for the event

9.14.1.2.2. May not feel entirely comfortable presenting

9.14.1.2.3. May abuse power for own gain

9.14.2. Paid Speakers

9.14.2.1. Speaker Bureau exists to provide event planners to get in touch with speakers

9.14.2.2. Famous people make attendees more excited and help to draw larger crowds

9.14.3. Speaker Guidelines

9.14.3.1. Have a room for them to practice their speech in

9.14.3.2. Create standard rules for them to follow, dress code, etc.

9.14.3.3. Inform them of the purpose of the event

9.15. Audiovisual Equipment

9.15.1. Extremely expensive to rent, may be cheaper to pruchase

9.15.2. Let speakers know what technology will be available

9.15.3. Handouts can be used, but many companies are attempting to branch out to a more green alternative of putting the handouts online

9.16. Managing Speakers On Site

9.16.1. Ancillary Activities

9.16.1.1. They shouldn't sound more exciting than the event the people are here for

9.16.1.2. A local DMC can provide suggestions for things for attendees to do

9.16.1.3. Many guests are now choosing to arrive early or stay late to experience what the city has to offer

9.16.1.4. Attractions can be distractions

9.17. Registration

9.17.1. Registration

9.17.1.1. Process of gathering fees and information

9.17.1.2. Early Bird Special gives a discount to those who are registering early

9.17.1.3. Allow companies to purchase ads

9.17.2. Registration Fees

9.17.2.1. Different attending companies may pay different prices

9.17.2.2. Cutoff Date refers to preregistering and marks when the price increase will occur

9.17.2.3. Some events have a free portion with the extra events costing extra

9.17.3. Preregistration

9.17.3.1. Attendees can register months in advance

9.17.3.2. Early bird discount is major incentive

9.17.3.3. Registration form needs to be submitted online or in person

9.17.4. On-Site Registration

9.17.4.1. Basically have to deal with the front desk of the event

9.17.4.2. Should be heavily staffed for the first day because that's when the majority of the people will be registering

9.17.4.3. The larger the event, the more likely it that registering will be outsourced

9.18. Housing

9.18.1. Four Methods

9.18.1.1. Attendees find their own room with suggestions from the event planner

9.18.1.2. Group rate at a specific hotel

9.18.1.3. Book through meeting planner

9.18.1.4. Outsource

9.18.2. Room Block

9.19. Meeting/Event Specification Guide

9.19.1. APEX Initiative

9.19.1.1. Standardizing resumes and other business practices

9.19.2. Spec Guide is all of the documents needs doe an event

9.19.2.1. Narrative

9.19.2.1.1. Overview of event

9.19.2.2. Function Schedules

9.19.2.2.1. Timeline of all pieces that make up overall puzzle

9.19.2.3. Function Set Up Orders

9.19.2.3.1. Specifications for the each of the different functions

9.20. Pre-/Post-Con Meetings

9.20.1. Pre-con

9.20.1.1. Should occur a day or two before the event

9.20.1.2. Bring together all important people from each aspect of the event

9.20.1.3. Spec Guide is distributed and reviewed

9.20.2. Post-con

9.20.2.1. Record card of all events that occurred at the meeting

9.20.2.2. Smaller meeting than pre-con

9.20.2.3. May happen immediately following the event or the next morning

9.21. Future Trends

9.21.1. ROI will become more important

9.21.2. WOW factors are increasing trend

9.21.3. Technology will have an ever expanding role

9.21.4. More outsourcing from companies

10. Food and Beverage (Chapter 10)

10.1. Intro

10.1.1. Caterer

10.1.1.1. Food service vendor

10.1.2. Some meeting planners feel cautious in outsourcing their food and beverage component

10.2. Catered Events

10.2.1. On-premise

10.2.1.1. Held in a location that has its own kitchen and party rooms; places like hotels, restaurants, etc.

10.2.1.2. More permanent

10.2.1.3. Meeting planners are forced to choose this catering company

10.2.2. Off-premise

10.2.2.1. Create RFP

10.2.2.2. Outsourced to DMCs

10.2.2.3. Transportation and weather can put a dampen on the event

10.2.2.4. Are the meals appropriate for the group?

10.2.2.5. Demographics; don't take vegetarians to a steakhouse

10.3. Style of Service

10.3.1. Buffet

10.3.1.1. Arranged on tables

10.3.1.2. Guests serve themselves

10.3.1.3. NO portion control

10.3.2. Attended Buffet/Cafeteria

10.3.2.1. Served by an employee

10.3.2.2. More elegant

10.3.3. Combo Buffet

10.3.3.1. Cheap items are served buffet style

10.3.3.2. Expensive items are served by server for portion control

10.3.4. Action Stations

10.3.4.1. Food freshly prepared

10.3.4.2. Set up like attended buffet

10.3.5. Reception

10.3.5.1. Light foods

10.3.5.2. Stand

10.3.5.3. Serve themselves

10.3.5.4. Finger or fork food is acceptable

10.3.6. Family Style/English Service

10.3.6.1. Seated

10.3.6.2. LArge serving platters are passed around

10.3.6.3. Very expensive

10.3.7. Plated/American Style

10.3.7.1. Seated

10.3.7.2. Food is pre-portioned

10.3.7.3. Food served on left, beverages served from right

10.3.7.4. Food/beverage removed from right

10.3.7.5. Most efficient

10.3.8. Preset

10.3.8.1. Some foods are already there when they arrive

10.3.9. Butler Service

10.3.9.1. Butlers carry around hors d'oeuvres

10.3.10. Russian Service

10.3.10.1. Banquet

10.3.10.1.1. Fully prepared in kitchen, then served from platters

10.3.10.2. Restaurant

10.3.10.2.1. Food cooked table side, then placed on platters that guests then use to serve themselves

10.3.11. Banquet French

10.3.11.1. Platters assembled in kitchen then served

10.3.12. Cart French

10.3.12.1. Usually small VIP functions

10.3.12.2. Food prepared table side

10.3.13. Hand Service

10.3.13.1. One server for every two guests

10.3.13.2. Wear white gloves

10.3.13.3. Food pre-plated

10.3.13.4. Everyone is served synchronized

10.3.14. A La Carte

10.3.14.1. Must choose from a list

10.3.15. Waiter Parade

10.3.15.1. Food is paraded around like a little show then is take away and cut then served

10.3.16. Mixing

10.3.16.1. Change styles during meal

10.4. Menus

10.4.1. Change is necessary

10.5. Patterns

10.5.1. General Guidelines

10.5.1.1. Guests will eat about 7 hors d'oeuvres in an hour

10.5.1.2. Smaller rooms = less consumption

10.6. Menu Restrictions

10.6.1. Vegetarians, lacto-ovos, vegans

10.6.2. Dietary issues should be well thought out

10.6.3. Have attendees declare before they arrive if they have any restrictions

10.7. Food and Beverage Attrition

10.7.1. Planners aren't fans of attrition clauses; establish liability limits

10.7.2. Guarantees can be risky for planners because if they order too many meals, they still have to pay for them

10.8. Amenities or Gifts

10.8.1. Keep in mind the lasting capabilities of foods, fruits can't last long cut

10.8.2. If you don't know what people like, a gift card for room service is a good option

10.9. Beverage Events

10.9.1. Reasons

10.9.1.1. Socializing

10.9.1.1.1. Allows people to loosen up

10.9.1.1.2. More relaxed

10.9.1.2. Networking

10.9.1.2.1. Look for new jobs/business ventures

10.9.2. Categories of Liquor

10.9.2.1. Well Brands

10.9.2.1.1. Bottom shelf, house liquors

10.9.2.1.2. Used when someone doesn't ask for a specific brand

10.9.2.2. Call Brands

10.9.2.2.1. Name recognizable

10.9.2.2.2. Midrange price

10.9.2.3. Premium Brands

10.9.2.3.1. High-quality expensive

10.9.3. How Beverages are Sold

10.9.3.1. By the Bottle

10.9.3.1.1. Planner pays for all bottles opened

10.9.3.1.2. Won't know final cost until the event ends

10.9.3.2. By the Drink

10.9.3.2.1. Planner/host is charged for each drink

10.9.3.2.2. Won't know final cost until the event is over

10.9.3.3. Per Person

10.9.3.3.1. More expensive for planner

10.9.3.3.2. Costs are known up front

10.9.3.3.3. $ per person x amt. guesrs

10.9.3.4. Charge per Hour

10.9.3.4.1. Higher cost for first hours

10.9.3.5. Flat-Rate Charge

10.9.3.5.1. Pays a simple flat-rate

10.9.3.5.2. Cost varies based on number of attendees

10.9.3.6. Open Bar

10.9.3.6.1. Guests pay for nothing, host sponsors it

10.9.3.6.2. Guests drink more because its free

10.9.3.7. Cash Bar

10.9.3.7.1. Buy tickets from a cashier to redeem for drinks at bar

10.9.3.8. Combo Bar

10.9.3.8.1. Purchase tickets but also have an enforced limit

10.9.3.9. Limited Consumption Bar

10.9.3.9.1. Price by drink

10.9.4. Labor Charges

10.9.4.1. Extra charges for bartenders and wait staff

10.9.4.2. Able to negotiate

10.9.4.3. Corkage is a charge added to alcohol that was brought into the hotel

10.10. Hospitality Suites

10.10.1. Types

10.10.1.1. Morning

10.10.1.1.1. Continental breakfast

10.10.1.2. Afternoon

10.10.1.2.1. Snacks/sodas

10.10.1.3. Evening

10.10.1.3.1. Liquor and snacks

10.10.2. Be aware of local liquor laws

10.11. Rooms

10.11.1. Setups

10.11.1.1. Immensely relevant to the amount of food/beverage consumed

10.11.1.2. Includes tables, chairs, etc.

10.11.2. Rental Charges

10.11.2.1. Some charges can be waived depending

10.11.2.2. Can charge admission fee for guests and a rental fee

10.11.3. Space Requirements

10.11.3.1. Aisles are important and should be big enough for the event attendees

10.11.3.2. Check with fire marshall

10.11.4. Service

10.11.4.1. Requirements

10.11.4.1.1. Determine how many guests per one waiter

10.11.4.1.2. Have a supervisor constantly in the dining room

10.11.4.2. Cocktail Servers

10.11.4.2.1. Limited in what they can carry

10.11.4.2.2. Give them adequate time to get all the drink order out

10.11.4.3. Service Timing

10.11.4.3.1. Have time before you anticipate serving for guests to go to their tables and make sure they're aware that that is what's going on

10.11.5. Tablescapes

10.11.5.1. Centerpieces shouldn't block the view straight across

10.11.5.2. Make decorations relevant

10.12. Future Trends

10.12.1. Green Practices

10.12.2. Focus on interesting food

10.12.3. Local is very popular

10.12.4. Minimalism

11. Legal Issues in MEEC Industry (Chapter 11)

11.1. Negotiations

11.1.1. Meeting planner and hotel rep meet to decide on the terms/conditions

11.1.2. Leverage is key, you shouldn't be first to make an offer

11.1.3. Never sign a contract that doesn't fully detail major aspects of the event

11.1.4. Always make sure to include the names of the negotiating parties

11.1.5. The negotiator should be knowledgeable about the event space

11.1.6. Be aware of outside factors in the city the event is being held in

11.1.7. Rack Rates

11.1.7.1. Hotel sleeping room rate

11.1.8. Yield Management

11.1.8.1. The varying of rates whenever they want based on the the demand

11.2. Contracts

11.2.1. Contract

11.2.1.1. Agreement between two or more persons that makes an obligation to be upheld by all the parties

11.2.1.2. Contracts can be terminated based on criteria included in the contract

11.2.2. Parol Evidence

11.2.2.1. Used when the wording in the contract is confusing

11.2.2.2. Handwritten holds more weight than printed

11.2.2.3. Cancellation can be very diffciult

11.2.3. Attrition

11.2.3.1. Provides payment to the hotel if the planner doesn't use all of the rooms for the room block

11.2.3.2. Appears in the part of the contract that deals with meeting room rentals

11.2.4. Cancellation

11.2.4.1. Cancellation means that the planner will have to pay a monetary price

11.2.4.2. They should be able to change hotels based on needs changing, but not just because they want to change cities

11.2.5. Termination

11.2.5.1. Force Majeure

11.2.5.1.1. Either party can terminate the contract without damages if they must cancel due to an act of God

11.2.5.2. A standard contract is an up and coming possibility

11.2.6. Dispute Resolution

11.2.6.1. Disputes can end up in court

11.2.6.2. Arbitration

11.2.6.2.1. A dispute is handled by both sides expressing their concerns to an unbiased third party

11.2.6.3. State laws should always be looked at in relation to arbitration

11.2.6.4. A good contract will describe the damages to be won in the event of a dispute

11.3. Risk Management

11.3.1. Risk? Risk Management?

11.3.1.1. Stages of Risk Management

11.3.1.1.1. Preparation

11.3.1.1.2. Mitigation

11.3.1.1.3. Response

11.3.1.1.4. Recovery

11.3.2. Effects on Meetings

11.3.2.1. Preparedness/Mitigation

11.3.2.1.1. Contracts

11.3.2.1.2. Insurance

11.3.2.1.3. Security

11.3.2.2. Response

11.3.2.2.1. Risk team needs to be on call and ready to respond

11.3.2.3. Recovery

11.3.2.3.1. Workers' Comp

11.3.2.3.2. Comprehensive General Liability

11.3.2.3.3. Association Professional Liability

11.3.2.3.4. Event Cancellation

11.3.2.3.5. Exhibitors Liability

11.4. Americans with Disabilities Act

11.4.1. Disability

11.4.1.1. Physical/mental impairment that greatly limits major life activities

11.4.2. Guidelines for Addressing ADA

11.4.2.1. Clear, comprehensive mandate for elimination of discrimination

11.4.2.2. Enforceable standards

11.4.2.3. Federal governemt has a role in enforcing this

11.4.2.4. Congressional authority to enforce this act in relation to disabilities

11.5. Intellectual Property

11.5.1. Recording

11.5.1.1. Common law copyright exists on intellectual property like speeches at events

11.6. Labor Issues

11.6.1. Hourly employees only get overtime

11.6.2. Avoid overtime with compensatory time off

11.6.3. Professional, executive, administrative exemptions

11.7. Ethics in MEEC

11.7.1. Ethical issues are directly related with personal conduct

11.8. Supplier Relations

11.8.1. Gifts/privileges? Should they be allowed

11.8.2. Fam trips are an ethical concern; offer planners a free ride

11.9. Future Trends

11.9.1. Geographic issues by region vary

11.9.2. Maturation of developing countries

11.9.3. Who has the upper hand?

11.9.4. Attrition penalties

11.9.5. Standardization of contracts

11.9.6. Competent legal advice

12. Technology and the Meeting Professional (Chapter 12)

12.1. Before Event/Conference

12.1.1. Virtual Selection/Research

12.1.1.1. Online RPFs

12.1.1.1.1. This is how planners distribute event details to potential hotels

12.1.1.2. Virtual Tours

12.1.1.2.1. Allows planner to walk through the event space they are planning to rent virtually

12.1.1.2.2. Can work solo or in addition to an in person meeting

12.1.2. Meeting Industry Professionals/Portals

12.1.2.1. Corbin Ball, CVBs, and DMAs are ever present on the internet

12.1.2.2. Some CVBs are difficult to locate with a URL

12.2. Marketing and Communication

12.2.1. Web Sites/Strategic Communications

12.2.1.1. Used to be a one way form of communication from planner to attendee, but social media makes it a two way street

12.2.2. Event Web Sites

12.2.2.1. Need to be clear/concise

12.2.2.2. Who, What, Where, When, Why

12.2.2.3. Get the information out there early

12.2.3. Web 2.0 and Social Media

12.2.3.1. Web 2.0 is social media, made the web a two way street

12.2.3.2. Social Media

12.2.3.3. RSS

12.2.3.3.1. Really Simple Syndication

12.2.3.3.2. Web site that collects infor on a specific topic

12.2.3.4. Blogging

12.2.3.4.1. Two-way medium

12.2.3.4.2. Anyone can start a blog

12.2.3.5. Podcasting

12.2.3.6. Viral Video

12.2.3.7. Event Wikis

12.2.3.8. E-Blasts

12.2.3.8.1. Allow for people to opt-in to the communication

12.2.3.8.2. Don't send too mahy

12.2.3.8.3. What's in it for me?

12.2.3.8.4. Keep it simple

12.2.4. Room Design Software

12.2.4.1. Planners can send design software of their potential room layout to their event space

12.2.5. Selling the Show Floor

12.2.5.1. Having the stage layout available online allows exhibitors to bid on the more prominently located booths

12.2.6. Online Registration

12.2.6.1. Not 100% of attendees use online so both online and in-person must be solid

12.2.6.2. Online services add an extra expense

12.2.7. Desktop Applications

12.2.7.1. The industry is desperate for a better way of sharing and changing their documents

12.3. During the Event

12.3.1. Set up Infrastructure

12.3.1.1. Many planners forget about technologies and this forgetfulness can be very detrimental

12.3.2. Bandwith

12.3.2.1. Gauge how many people will be attending/how much internet will be used

12.3.2.2. Talk to IT department

12.3.3. Wired vs. Wireless

12.3.3.1. Wireless signal is public areas is a nice touch

12.3.3.2. Wired access may be available in guest rooms

12.3.3.3. Wireless is on the fast track to becoming the industry standard

12.3.4. Digital Recording/Streaming

12.3.4.1. Record important speeches to save for the company or to showcase online

12.3.4.2. Have IT people on hand

12.3.5. To VoIP or Not to VoIP?

12.3.5.1. Voice over Internet Protocol

12.3.5.2. May have charges associated

12.3.5.3. Not a fully mature service, may have multiple issues

12.3.6. NFC and RFID

12.3.6.1. Near Field Communications

12.3.6.2. Radio Frequency Identification

12.3.6.3. Mainly used for interactive nametags

12.3.7. Interactive Nametags/Networking Devices

12.3.7.1. CEU Tracking

12.3.7.1.1. Continuing education units

12.3.7.1.2. May be required for certification

12.3.7.1.3. Mostly prominent in medical/science fields

12.3.7.2. Interactive Message Centers

12.3.8. Lead Retrieval Systems

12.3.8.1. Used to capture customer information

12.3.8.2. Name tags can interact with exhibits/ID badges

12.3.9. Audience Response/Speaker Interaction

12.3.9.1. Expensive to actually put on

12.3.9.2. Live voting polls allow for audience participation

12.3.9.3. Beneficial for speaker to instantly get a better understand their audience

12.3.10. Attendee Blogs and Tweets

12.3.10.1. Providing wifi encourages attendees to participate on social media

12.3.10.2. Some events believe a lot of social interaction is distracting to the speaker

12.3.11. Mobile Technology/Mashups

12.3.11.1. Planners need to make accommodations for attendees to use their smartphones

12.3.12. Mashups

12.3.12.1. A combination of many sources to provide a large amount of data

12.4. Post-Conference Technology Applications

12.4.1. Evaluations/Surveys

12.4.1.1. Web based surveys are more convenient for attendees and planners because they do all the heavy lifting

12.4.2. Marketing the Media

12.4.2.1. Allows for attendees to participate more heavily and even before the conference begins and ends

12.4.2.2. Will planners charge for online attendance?

12.5. Virtual Gatherings

12.5.1. Webinars

12.5.1.1. Short burst of training, 15-20 minutes

12.5.1.2. Max attendees?

12.5.1.3. Speaker is in difficult position since they can't gauge their audience reactions at all

12.5.1.4. Videoconferencing is more expensive, but allows for interaction

12.5.2. Second Life

12.5.2.1. Free service, but in game purchases available

12.5.2.2. Growing more and more popular

12.5.3. Virtual Trade Shows

12.5.3.1. Virtual walk through with links to see the products being sold

12.5.3.2. Extends a multiple day event into a potentially never ending event existing online

12.6. Future Trends

12.6.1. Phones are more and more important

12.6.2. Twitter gains popularity for events

12.6.3. Increase in virtual spaces

13. Green Meetings and Social Responsibility (Chapter 13)

13.1. Why Go Green?

13.1.1. Economic

13.1.1.1. Overall, making the change saves the company money

13.1.1.2. Also, decreases the amount of waste produced

13.1.1.3. Technology is better than printed materials

13.1.2. Social

13.1.2.1. Business should contribute to the general well being of the surrounding area

13.1.2.2. Triple Bottom Line

13.1.2.2.1. People, Planet, Profit

13.1.2.3. Employees working for socially conscious companies are generally happier and healthier

13.2. Opportunities to Go Green

13.2.1. Standards

13.2.1.1. Make the environment a large concern in the comany

13.2.2. Technology

13.2.2.1. Reduce paper by using technology, use podcasts and video streaming

13.2.3. Local Destinations

13.2.3.1. Reduce travel costs and environmental impact by holding conferences close to the majority of attendees

13.2.4. Three Rs

13.2.4.1. Reduce, Reuse, Recycle

13.2.5. Volume

13.2.5.1. Buy in bulk

13.2.6. Eat Locally

13.2.6.1. Purchase from local farms crops that are in season

13.2.7. Nature

13.2.7.1. Decorate with what's found in nature

13.2.8. Paper

13.2.8.1. Choose a sustainable form of paper

13.2.9. Save Energy

13.2.10. Information is Power

13.2.10.1. Let all attendees/participants know about the company standards

13.2.11. Sources

13.2.11.1. Turn old banners into other products like wallets and coolers

13.3. Greenwashing

13.3.1. Definition

13.3.1.1. Makes consumers believe they are very environmentally conscious when they are not at all

13.3.2. Identifying

13.3.2.1. Provide organic product that requires shipping instead of a locally sourced product

13.3.2.2. Claim eco-friendly, but can't back it up when chanllenged

13.3.2.3. Vague

13.3.2.4. Irrelevant information provided

13.3.2.5. Lies about certification

13.3.2.6. Claim eco-friendly about things that are inherently not eco-friendly

13.3.2.7. Designed to look eco-friendly, but actually aren't

13.3.3. Preventing

13.3.3.1. Be knowledgeable and not afraid to ask questions

13.3.3.2. Back of house tour

13.4. Green Meeting Standards

13.4.1. ASTM/APEX Standards

13.4.1.1. Voluntary, but decided on with help from federal government

13.4.1.2. Certification in Green Meetings & Events

13.4.2. Industry Certifications

13.4.2.1. Accommodations

13.4.2.2. Catering

13.4.2.3. Decor

13.4.2.4. Logistics

13.4.2.5. Promotional

13.4.2.6. Transportation

13.4.2.7. Venues

13.5. Evaluating Efforts

13.5.1. Carbon Footprint Calculator

13.5.1.1. Determines effect on environment based on number of attendees/where they're traveling from

13.5.1.2. Allows planner to create green travel options

13.5.2. City Scorecard

13.5.2.1. CVBs and other local sources test their cities to determine how eco-friendly they are

13.6. Green vs. Sustainability

13.6.1. Green

13.6.1.1. Doesn't really worry about long term effects

13.6.1.2. Specific to product or service

13.6.2. Sustainability

13.6.2.1. Involves more of a plan for long term change/success

13.6.2.2. Going green happens because of sustainable practices

13.7. Future Trends

13.7.1. More green practices incorporated into events

13.7.2. Accountability

13.7.3. Calculate the cost/benefit of going green

14. International Aspects in MEEC (Chapter 14)

14.1. MEEC Varies Globally

14.1.1. Europe

14.1.1.1. Originally began with farmers and craftsmen

14.1.1.2. Europe is at the crossroads of the world, ideal for events

14.1.1.3. Industrial base helped to create magnificent event facilities

14.1.1.4. Germany is center of the event industry in Europe

14.1.1.5. Italy has a hold on the fashion capital

14.1.1.6. Eastern Europe is growing increasingly popular with destinations

14.1.2. Asia

14.1.2.1. Focuses mostly on high technology

14.1.2.2. Sponsored by trade organizations and governments

14.1.2.3. Taiwan and Singapore lead Asia

14.1.2.4. China is opening itself up to international trade and this is making it a more popular destination

14.1.2.5. Incentive Travel is a growing practice in China, rapidly growing in prosperity

14.1.3. Africa

14.1.3.1. Egypt and South Africa are the most prominent event destinations

14.1.3.2. Originally focused on hotels, but has expanded to more convention center type buildings

14.1.4. Middle East

14.1.4.1. Mostly concentrated in Dubai and Abu Dhabi

14.1.4.2. Due to government promo, growing facilities, and ease of travel

14.1.4.3. Large market for consumer goods

14.1.5. Latin America

14.1.5.1. There are growing convention centers in larger cities

14.1.5.2. Entertainment facilities are popping up as well

14.2. Ownership, Sponsorship, Management Models

14.2.1. Professional Congress Organizer (PCO)

14.2.1.1. They represent the client when dealing with DMCs, DMOs, etc.

14.2.1.2. PCOs charge a flat fee

14.2.1.3. More familiar with international issues like taxes and government regulations

14.3. World Trade Centers Associations

14.3.1. Not-for-profit

14.3.2. Brings together businesses and government agencies

14.3.3. Mostly include exhibition centers

14.4. International MEEC Considerations

14.4.1. Lessons Learned

14.4.1.1. Excellence of Infrastructure

14.4.1.1.1. Very few American facilities are on par with Germany

14.4.1.1.2. Public transportation is lacking in America

14.4.1.2. Logistics

14.4.1.2.1. International exhibitors need to be aware of all international laws and logistics

14.4.1.2.2. Shipping of products needs to be discussed

14.4.1.3. Support Organizations

14.4.1.3.1. Not put on the front burner in American facilities

14.4.1.3.2. Other parts of the world utilize world trade organizations

14.4.2. Methods of Exhibiting

14.4.2.1. Sponsorship

14.4.2.2. Organize a pavilion

14.4.2.3. Joint ventures can be formed between companies to put on exhibits

14.4.3. Terminology

14.4.3.1. Need to understand important words in other languages

14.4.4. Contractual/Procedural Issues

14.4.4.1. Be aware of the different laws that arise in international conventions

14.4.4.2. Follow contracts closely

14.4.5. Customs Clearance

14.4.5.1. Goods can be imported without having to pay taxes using a carnet or a trade fair bond

14.4.5.2. A duty is charged when the value is above a certain limit

14.4.5.3. Be aware of how long it takes for items to clear customs

14.4.6. Protocol

14.4.6.1. Understand other country's cultural norms

14.4.6.2. Never safe to assume that all attendees speak English

14.4.6.3. Be aware of negative gestures in other cultures

14.4.7. Whether to Participate

14.4.7.1. Does the cost outweigh the benefits?

14.4.7.2. Does the audience in the foreign cultures match the audience in America?

14.4.7.3. Can the audience afford to get there?

14.5. Trade Fair Certification

14.5.1. Created by US Department of Commerce

14.5.2. Designed to promote US products abroad

14.5.3. US Pavilion, US office or agent, exhibited before

14.6. Future Trends

14.6.1. Expansion of MEEC industry into Africa/Middle East

14.6.2. Environmental factors cause ripple effects

14.6.3. English is becoming more and more prominent in the industry

15. Putting it all Together (Chapter 15)

15.1. The Association

15.1.1. Goals

15.1.1.1. Review past evaluations to prepare for the next one

15.1.1.2. Focus on overall mission statement for the company

15.1.1.3. ROI can be measured by creating objectives

15.1.2. Budget

15.1.2.1. Locate sponsors; can be from previous years or new ones

15.1.2.2. Consider the hotel budget and what falls under that budget

15.1.2.3. Exposition Service Contractor provides decorations and sets up the show

15.1.2.4. Audio Visual company

15.1.2.5. Determine transportation budget based on past attendees and projected attendees

15.1.2.6. Don't forget about guests with special needs (Braille packets, etc.)

15.1.3. Income

15.1.3.1. Income comes from registration fees

15.1.3.2. Exhibitors are largest profit maker

15.2. Request for Proposal

15.2.1. Collect proposals from hotels who are interested

15.2.2. RFP includes a list of cities that are being considered

15.2.3. RFP is sent to CVB so that they can send it out to hotels that meet the criteria

15.2.4. RFP contains a two page questionnaire for the hotels to fill out

15.3. First Site Inspection

15.3.1. Day One

15.3.1.1. Driving tour of the city

15.3.1.2. Meet with DMC

15.3.1.3. Visit hotel/sample food and beverage options

15.3.2. Day Two

15.3.2.1. Meet with people at the convention center

15.3.2.2. Meet with contacts/hotels

15.3.2.3. Learn about state labor laws

15.3.3. Day Three

15.3.3.1. Judge the quality of service at the hotel

15.4. Second Site Inspection

15.4.1. Day One

15.4.1.1. Sign contracts

15.4.1.2. Meet with hotel/convention staff

15.4.2. Day Two

15.4.2.1. Look for VIP areas

15.4.2.2. Make contacts

15.4.2.3. Spend time planning the event

15.4.3. Day Three

15.4.3.1. Discuss needs for the day of the event

15.4.3.2. Meet with audiovisual

15.5. Marketing Committee

15.5.1. Use info from previous ads to determine best course of action

15.5.2. Determine where the ads will be placed

15.5.3. Plan how things will be advertised during the event

15.5.4. Responsible for press related activities

15.6. Creation of Program

15.6.1. Determine how the event will take place

15.6.2. Use DMCs or not?

15.6.3. Key speakers?

15.7. Partnerships

15.7.1. Contracts

15.7.1.1. Have a contract for ever service and service provider

15.7.1.2. Review each contract

15.8. One-year to Six-Month Countdown

15.8.1. Meeting Time Line

15.8.2. Solidify speakers and sponsors

15.8.3. Finalize floor plan for the trade show

15.9. Six Months to Day of Meeting

15.9.1. Month Five

15.9.1.1. Send reminders to speakers

15.9.1.2. Finalize marketing

15.9.1.3. Create work schedule

15.9.2. Month Four and Three

15.9.2.1. Monitor registration

15.9.2.2. Make sure everything with room bookings is going alright

15.9.3. Month Two

15.9.3.1. Return to host city

15.9.3.2. Meet with contacts

15.9.3.3. Do property walks

15.9.4. Month One

15.9.4.1. Approve press releases

15.9.4.2. Keep back up plans up to date

15.9.5. Premeeting Activities

15.9.5.1. Arrive in city

15.9.5.2. Walk-through/potential troubleshooting

15.9.5.3. Set up rooms

15.9.6. Meeting Day Activities

15.9.6.1. Work behind the scenes to make sure everything goes smoothly

15.10. After the Meeting

15.10.1. Immediate Activities

15.10.1.1. Congratulate team on hardwork

15.10.2. Two-Month Activities

15.10.2.1. Review stats and evaluations

15.10.2.2. Begin report for executive director

15.10.2.3. ROI

15.10.2.4. Begin planning for next event

16. Fenich, G. (2012). Meetings, expositions, events, and conventions: An introduction to the industry (3rd ed.). Upper Saddle River, N.J.: Pearson/Prentice Hall.