The Event Industry

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The Event Industry by Mind Map: The Event Industry

1. Chapter 1 Introduction

1.1. Accepted Practices Exchange (APEX)

1.1.1. DEFINITION: The definitive source of terms and definitions for the meetings, conventions, and exhibitions industry

1.1.2. Proposes the generic definition of a meeting: a gathering for business, educational, or social purposes

1.1.3. "Green" for meetings, "green" philosophy

1.1.4. "relationship industry"

1.2. What is a meeting?

1.3. The Organizational Structure of the Hospitality Industry: How MEEC Fits In

1.3.1. 1) Lodging: consists of all types of places where travelers spend the night

1.3.2. 2) Food and Beverage: Food service includes; table service (high, medium, and low), luxury, quick, etc. Includes: Catering, chains, and institutional feeding

1.3.3. 3) Transportation: any means or modality that people use to get from point A to point B

1.3.3.1. Air Transportation:

1.3.3.1.1. Jet, propeller aircraft, and helicoptors

1.3.3.2. Water Transportation

1.3.3.2.1. Cruise ships, paddle wheelers, charger operations, ferries, and water taxis

1.3.3.3. Ground Transportation

1.3.3.3.1. Private automobiles, taxis, limousines, jitneys, buses, trains, cog railways, cable cars, monorails, horse drawn vehicles and even animals (i.e. elephats/horses)

1.3.4. 4) Attractions: anything that attracts people to a destination and can be further divided into natural and man-made attractions

1.3.4.1. Natural Attractions: mountains, seashores, lakes, forests, swamps, climate, and rivers

1.3.4.2. Man-made Attractions: monuments, museums, theme parks, zoos, aquariums, restaurants and shopping venues (anything humans make)

1.3.5. 5) Entertainment: anything that provides entertainment value for a guests like: movie theaters, playhouses, orchestras, bands, and festivals

1.3.6. 6) Shopping: spending a lot of money on tangible products with brands and logos

1.4. Employment in and Around MEEC Industry

1.4.1. Event Planner: brings together special events such as the Olympics, the SuperBowl, the Final Four, festivals, and celebrations

1.4.1.1. Charged with supporting the work toward an organization's bottom line

1.4.2. Meeting Planner: Organizes meetings and other gatherings for companies, corporations, and associations

1.4.2.1. This job is ideal for those who like to multitask.

1.4.2.2. Have broad interests

1.4.2.3. Enjoy problem solving

1.4.2.4. Care passionately about building community through meetings

1.4.3. Wedding Planner: assists the parties in selecting the site, decor, photographer, and other needed vendors

1.4.4. Hotel or Conference Center Sales: majority of sales and convention or catering services positions in hotels and conference centers deal with groups, and MEEC covers most of those groups

1.4.5. Restaurant Sales: attracting walk-in clientele, many rely heavily on the MEEC industry for business. F&B venues employ significant numbers of people on their group sales staff

1.4.6. Entertainment/Sporting Venue Sales & Services: have particular patrons but also attract groups looking for events

1.4.7. Destination Management: DMCs function as "local experts" for companies and associations in organizing gatherings and events. (people employed for DMCs usually work in sales or production)

1.4.8. Hotels: one of the primary locations where MEEC events are held. Ballrooms, meeting rooms, break-out rooms, etc. are used for their gatherins along with sleeping rooms and F&B for their attendees

1.4.9. Convention Centers: include dedicated facilities that are multipurpose venues

1.4.10. Exposition Services Contractors: building things, being an engineer or architect

1.4.11. Destination Marketing Organizations: DMOs serve to represent a wide range of MEEC companies and market the destination to business and leisure travelers

2. Chapter 2 Meeting, Exhibition, Event, and Convention Oranizers and Sponsors

2.1. Who Holds the Gatherings?

2.1.1. Corporations

2.1.1.1. Definition: Legally chartered enterprises that conduct business on behalf of their owners with the purpose of making a profit and increasing its value

2.1.1.1.1. Including: public corporations that sell stock on the open market and have a board of directors who oversee the affairs of the corporation on behalf of the shareholders (owners) who elected them

2.1.1.1.2. Private corporations have the same fundamental purposes as public corporations, but their stock is not sold on the open market

2.1.1.2. Number and Value of Corporate Meetings: must have a budget, where will the gathering be held, who will attend

2.1.1.3. Decision Makers: typically made by persons in positions of key responsibility within the corporate hierarchy

2.1.1.3.1. Officers and senior managers in sales and marketing

2.1.1.4. Types of Meetings:

2.1.1.4.1. Stockholder Meeting

2.1.1.4.2. Board Meeting

2.1.1.4.3. Management Meetings

2.1.1.4.4. Training Meetings

2.1.1.4.5. Incentive Trips

2.1.1.4.6. Sales and Training and Product Launches

2.1.1.4.7. Professional and Technical Training

2.1.1.5. Attendees

2.1.1.5.1. members of the corporate family and persons who have close business relationship with the company

2.1.1.5.2. 1.1 Million events are held annually with a total of 84 million

2.1.1.5.3. 30 billion dollars per year with the average corporate event generating almost $550,000

2.1.2. Associations

2.1.2.1. The act of being associated for certain common purposes

2.1.2.1.1. Conventions

2.1.2.1.2. Associations

2.1.3. Government

2.1.3.1. May involve the attendance of world leader, with large groups of protesters and supporters, or a small group of elected local officials holding a legislative retreat

2.1.3.2. Per Diem Rates

2.1.3.2.1. sets limits of expenditures for lodging and meals

2.1.3.3. Must accommodate persons with physical limitations, per ADA

2.1.3.4. Decision Makers

2.1.3.4.1. Managers at government agencies

2.1.3.4.2. Meetings are very dependent on funding provided through the legislative process

2.1.3.5. Types of Gatherings

2.1.3.5.1. Federal Level

2.1.3.5.2. Agency Employees and General Public

2.1.3.6. Attendees

2.1.3.6.1. Attendance by employees at government meetings--mandatory

2.1.3.6.2. Attendance by general publi--voluntary

2.1.3.7. Security

2.1.3.7.1. Plan and Prepare

2.1.3.7.2. Refine the Pre-convention meeting to emphasize security issues

2.1.3.7.3. Be sure that there is coordination of all parties involved

2.1.3.7.4. Establish a security team and its decision makers

2.1.3.7.5. Provide education on security for attendees

2.1.3.7.6. Be proactive rather than reactive

2.1.3.7.7. Stay informed and alert to incidents

2.2. Types of Gatherings and their Purposes

2.2.1. Trade Shows

2.2.1.1. Exhibits of products and services that are not open to the general public

2.2.1.2. events at which products and services are displayed for potential buyers

2.2.1.3. Not generally open to the public

2.2.2. Expostions

2.2.2.1. Open to the public

2.2.2.2. Boat, home, auto, or garden show

2.2.2.3. High-technology communications networking

2.2.3. Public Shows

2.2.3.1. Exhibits of products and services that are open to the public and usually charge and admission fee

2.2.3.2. the attendees are basically defined by their interests and geographic proximity to the shows location

2.3. Hire Exhibition management companies

2.3.1. manage all or part of the exhibitions

2.3.2. paid for services they provide by company

2.3.3. the largest management companies are Reed Exhibition

2.3.3.1. organizes 470 events

2.3.3.2. 37 countries

2.3.4. George Little Management

2.3.4.1. Markets and produces 17 shows

2.4. Decision Makers

2.4.1. Driven by the profit motive--offering too many shows could lead to a cannibalization of the market (YUCK!)

2.4.2. Offering too few shows creates an opportunity for the competition to enter the market with their own show

2.5. Entities That Help Organize Gatherings

2.5.1. International Association of Exhibitions and Events

2.5.1.1. help the production side of the business

2.5.2. The Association for Exhibition and Event Professionals

2.5.2.1. For exhibit and event marketers

2.5.3. Associations Management Companies

2.5.3.1. Contracted by an association to assume full or partial responsibility for the management of the association, based on needs.

2.5.4. Meeting Management Companies

2.5.4.1. Operate on a contractual basis

2.5.4.2. Limit their services to providing either selected or comprehensive meeting management services

2.5.4.3. Focuses on:

2.5.4.3.1. on-site research

2.5.4.3.2. hotel negotiations

2.5.4.3.3. exhibit sales

2.5.4.3.4. on-site management

2.5.4.3.5. handling registration and housing

2.5.5. Independent Meeting Manager

2.5.5.1. May be called in to run a gold tournament that is an integral part of a gathering

2.5.5.1.1. to provide on-site management

2.5.5.2. As it says; it's "independent"

2.5.6. Event Management Companies

2.5.6.1. Usually brought in to manage a specific aspect of a larger gatherine

2.5.6.2. May be hired to plan, script, and supervise all aspects of the awards ceremony or the closing gala

2.5.7. Professional Congress Organizers (PCO)

2.5.7.1. Outside the US, the term "professional congress organizer" is used to designate a meeting management company or meeting planner

2.5.7.2. it is a local supplier who can arrange and manage and/or plan any function or service for an event

3. Chapter 3 Destination Marketing Organizations DMOs

3.1. The Role and Function of Destination Marketing Organizations (DMOs)

3.1.1. Destination Marketing Organizations (DMOs)

3.1.1.1. Often called convention and visitor bureaus (CVBs)

3.1.1.2. Not-for-profit organizations charged with representing a specific destination and helping the long-term development of communities through a travel and tourism stategy

3.1.1.3. Three Responsibilities

3.1.1.3.1. 1. Encourage groups to hold meetings concentions and trade shows in the city or area it represents

3.1.1.3.2. 2. Assist those groups with their meetings and meeting preparations

3.1.1.3.3. 3. Encourage tourists to visit and enjoy the historic, cultural, and recreational opportunities that the destination offers

3.1.2. Does NOT organize meetings, events, and conventions

3.1.2.1. It DOES assist planners and visitors in learning about the destination and area attractions, in order to make the best possible use of all the services and facilities the destination has to offer

3.1.3. The Purpose of a DMO

3.1.3.1. Charged with representing a specific destination helping the long-term economic development of communities throughout the travel an tourism business.

3.1.3.2. Usually membership organizations

3.1.3.2.1. Bringing in local businesses that rely on tourism and meetings for revenue

3.1.3.3. Serve as "official" contact point for their destination

3.1.3.4. "A key to the city"

3.1.3.5. Can serve as a broker or an official point of contact for convention, meeting, and even planners; tour operators; and tourists

3.1.3.6. They assist planners with meeting preparation and encourage business travelers and tourists to visit local historic, cultrual, and recreational sites

3.1.3.7. Offer unbiased information about a destiantion's services and facilities

3.2. HOW DO THEY MAKE MONEY?!?

3.2.1. Since they don't charge their clients, how on earth do they make money?

3.2.1.1. Most DMOs are funded through a combination of hotel occupancy taxes and membership dues

3.2.1.2. If it is a government agency??

3.2.1.2.1. Funding comes from local government

3.3. What can a DMO do for Meeting Professionals

3.3.1. Misconceptions?

3.3.1.1. DMOs solely book hotel rooms and convention space

3.3.1.2. DMOs only work with large groups

3.3.1.3. DMOs own and/or run the convention center

3.3.1.4. Planners have to pay DMOs for their services

3.3.2. Fact!

3.3.2.1. DMOs represent the gamut of visitor-related businesses, from restaurants and retail to rental cars and racetracks.

3.3.2.1.1. They are responsible for introducing planners to the range of meeting-related products and services the city has to offer

3.3.2.2. More than half of the average DMOs' efforts are devoted to meetings of fewer than 200 people

3.3.2.3. Only 5% DMOs run the convention center in their locations

3.3.2.4. MOST SERVICES ARE FREE!!

3.3.2.4.1. Most are funded through a combination of hotel occupancy taxes and membership fees

3.4. Why use a DMO

3.4.1. DMOs make planning and implementing a meeting less time-consuming and more streamlined

3.4.1.1. They give meeting planners access to range of services, packages, and value-added extras

3.4.2. They can help locate meeting space , check hotel availability, and arrange for site inspections

3.4.3. Link planners with suppliers

3.4.3.1. Example: Motor coach companies and caterres, to off-side entertainment venues that can help meet the prerequisites of any event

3.4.4. Advantages!

3.4.4.1. Assist planners in all areas of meeting preparation

3.4.4.1.1. provide planners with detailed referent material

3.4.4.2. Establish room blocks at local hotels and will market the destination to attendees via promotional material

3.4.4.2.1. This encourages attendance!

3.4.5. Activities of DMOs

3.4.5.1. DMO professionals serve as the representative for their destination

3.4.5.2. Membership Include:

3.4.5.2.1. Hotels

3.4.5.2.2. Restaurants

3.4.5.2.3. Attractions

3.4.5.2.4. Convention centers

3.4.5.2.5. Many other entities

3.4.6. Site Review and Leads Process

3.4.6.1. Determining whether a site can accommodate a meeting's requirements is critical

3.4.6.2. Information source

3.4.6.2.1. on-site selection

3.4.6.2.2. transportaion

3.4.6.2.3. available local services

3.4.6.3. The "Leads" Process

3.4.6.3.1. the sales manager circulates meeting specifications to facilities and lodging entities that can accommodate the requirements

3.4.6.3.2. Takes place FAR in advance of the event

3.5. DMAI's Sercies to Members and Meeting Professionals

3.5.1. DMAI Professional Development Offerings

3.5.1.1. Provides professional development to DMOs and their employees

3.5.1.1.1. Annual Conventions

3.5.1.1.2. Destination Management and Marketing Institute (DMMI)

3.5.1.1.3. CEO Forum

3.5.1.1.4. Leadership Europe COO/CFO Forum

3.5.1.1.5. Sales Academy Part I & II and Online

3.5.1.1.6. Shirtsleeve Sessions

3.5.2. Certified Destination Management Executive (CDME)

3.5.2.1. Purdue University

3.5.2.1.1. Program offered here >>

3.5.2.2. The DMAI has a certification program that is the equivalent of the CMP designation in meeting professional community

3.5.2.3. The main goal of the CDME program is to prepare senior executives and managers of DMOs for increasing change and competition

3.5.2.4. Vision, leadership, productivity, and implementation of business strategies

3.5.3. PDM Program

3.5.3.1. Not a designation like CDME :(

3.5.3.2. however! it is recognized throughout the industry as a highly valuable skills package needed for the destination management career journey

3.5.3.3. People who participate acquire knowledge and skills necessary to be more effective and successful destination management professionals

3.5.4. Accreditation

3.5.4.1. Currently utilized by the U.S. Chamber of Commerce, the healthcare industry, and institutions of higher education, accreditation programs are becoming increasingly popular with organizations that wish to define standards of performance for their member constituents and measure their compliance

3.5.4.2. Aims to provide a good method to assure staff, volunteer leadership, and external stakeholders that their DMO is following proper practices and performing at an acceptable level for the industry

3.5.5. DMAI Research

3.5.5.1. Future Study

3.5.5.1.1. Forward-thinking that contributed greatly to the ongoing "strategic conversation"

3.5.5.1.2. Relevance, The Value Proposition, and Visibility

3.5.5.1.3. "Strategic visitor-centric map" for DMOs which clarifies the role and contribution of DMOs to the destinations they serve

3.5.5.2. DMO Compensation and Benefits Survey

3.5.5.2.1. Conducted Biannually

3.5.5.2.2. provides a baseline for more than 45 job position compensation levels as well as for benefits packages offered to DMO employees int eh United States and Canada

3.5.5.3. DMO Organizational and Financial Profile

3.5.5.3.1. Most comprehensive!

3.5.5.3.2. provides standards for a variety of operations while also allowing DMOs to compare their operations with their peers

3.5.5.4. MyDMAI

3.5.5.4.1. Allows users to augment face-to-face interactions with fellow DMAI members

3.5.5.4.2. They can discuss topics of shared interest, provide solutions and best practices, upload coduments, submit news, engages with committees, and more!!

3.5.6. Destination & Travel Foundation

3.5.6.1. The DMAI Foundation was created in 1933 to enhance and complement the DMAI and the destination management profession through research, education, visioning, and developing resources and partnerships for those efforts!

3.5.6.2. Classified as a charitable organization

3.5.6.2.1. Donations to the foundation are tax deductible as charitable contributions

4. Chapter 4 Meeting and Convention Venues

4.1. Hotels

4.1.1. The second most common place for a meeting

4.1.2. Has at least one boardroom

4.1.2.1. Seat fewer than a dozen people, and the more elegant examples have permanent large tables and furniture that would be appropriate in the conference rooms for any major corporation

4.1.3. Break-Out Rooms

4.1.4. Many privately funded hotels such as Gaylord, Sands, or Mandalay Bay are encroaching on the convention venue domains previously dominated by government-funded facilities

4.1.5. Tend to be owned by major hotel companies or are franchised by a hotel company to a local owner who manages the facility in accordance with corporate guidelines

4.1.6. Mission: generate business for the parent company

4.1.7. Revenue

4.1.7.1. Majority comes from the rooms

4.1.7.1.1. However, the restaurant and bars bring in some revenue too

4.1.7.1.2. A smaller perentage of revenue is the result of concessionaires at the pools, beach or spa

4.1.7.2. Food and Beverage

4.1.7.2.1. generally designed to handle the hotel's "regular" traffic, which is likely a mix of business travelers or tourists

4.1.7.3. Golf Courses

4.1.7.4. Spa

4.1.7.5. Equestrian Centers

4.1.7.6. Beaches

4.1.7.7. Location, Location, Location!

4.1.7.7.1. Close to theme parks or different types of amenities drives the revenue up!

4.1.8. Primary Business

4.1.8.1. The sale of sleeping room nights

4.1.8.1.1. the meeting space in a hotel business is often a loss leader, whose primary purpose is to fill what would otherwise be empty sleeping rooms

4.2. Convention Centers

4.2.1. THESE BABIES ARE HUGE!

4.2.2. Designed to handle larger events than could be supported in a hotel

4.2.3. Exhibit Halls

4.2.4. Space is key!

4.2.4.1. Exhibit halls tend to be the largest spaces, followed by the carpeted ballroms

4.2.4.2. larger than break out rooms

4.2.4.3. Lobby is meant for the heavy flow of foot traffic

4.2.5. Often described as utilitarian and occasionally "cold" when compared to hotels

4.2.6. Generally do not have spas, or swimming pools, exercise rooms, or saunas, restaurants or bars

4.2.7. Owned by government entities

4.2.7.1. The intent is for the facility to be an economic driver for the whole community

4.2.8. How Does it make Money?

4.2.8.1. Taxpayers do not support it...

4.2.8.2. Catering and the concessions

4.2.8.3. Every square foot of the building has a price attached to it

4.2.8.3.1. Room rental, by the square foot per day, is the centers main source of funding

4.3. Conference Centers

4.3.1. Small, well-appointed facilities specifically designed to enhance classroom-style learning

4.3.2. A facility that provides a dedicated environment for events, especially small events.

4.3.3. Association of Conference Centers (IACC)

4.3.3.1. Has developed a specific set of guidelines as to what constitutes a "conference center" as opposed to other types of meeting facilities

4.3.3.1.1. This guarantees the planner that the facility is well managed and well suited for intense, small group, learning situations

4.3.4. Resident or Non Resident

4.3.4.1. Resident facilities have sleeping rooms

4.3.4.2. Non resident facilities do NOT have sleeping rooms

4.3.5. Corporations

4.3.5.1. Generally corporations own conference centers, although some are closely held family business

4.3.6. Pricing Strategy

4.3.6.1. Complete Meeting Package

4.3.6.1.1. This means whatever the facility owns, the planner may use at no additional charge!

4.3.6.1.2. More flexible way to work

4.3.7. Locations!

4.3.7.1. Rural Facility

4.3.7.1.1. Might be better if the delegates have a tendency to slip away at midday when they should be in classes

4.3.7.1.2. offer horseback riding or outdoor activities like hiking or skiing in the seasons

4.3.7.2. Suburban

4.3.7.2.1. routinely feature high-quality golf courses

4.3.7.3. Urban

4.3.7.3.1. link to cultural and sporting activities located in the city centers

4.4. Retreat Facilities

4.4.1. Can be viewed as a special group, much like rural conference centers

4.4.2. More likely to be owned by a family

4.4.3. Owners

4.4.3.1. Charitable organization

4.4.3.2. Religious groups

4.4.3.3. Not-for-profit entities

4.4.4. Dude Ranches

4.4.5. Cabins in the Woods

4.4.5.1. (Not that terrible "scary" movie

4.4.6. NATURE IS PART OF THE LESSON PLANS! ^^^

4.5. Cruise Ships

4.5.1. Floating hybrids of hotels, conference centers, and full-service resorts

4.5.2. The quality of the planning for a cruise event has a greater impact on the success of the meeting than it does with any other type of venue

4.5.3. Failure to properly accommodate the ship's schedule into the transportation plan can have disastrous reults

4.5.3.1. PEOPLE CAN GET LEFT BEHIND....but not if you're Lilo or Stitch, Ohana means family. Family means no body gets left behind!

4.5.4. The little people

4.5.4.1. Children

4.5.4.1.1. Since couples also take their kids on vacation, they need love too. Lots of activities are planned to keep them entertained.

4.5.5. Offer complete meeting packages

4.5.5.1. Include: everything except the booze!

4.6. Specific Use Facilities

4.6.1. tend to be underused as meeting facilities, but depending on the needs of the meeting they may support a variety of events

4.6.1.1. Stadiums

4.6.1.2. Amphitheaters

4.6.1.3. Theaters

4.6.1.3.1. can be ideal meeting facilities

4.6.1.3.2. come equipped with comfy chairs (and sticky floors)

4.6.1.3.3. Sound systems are on point

4.6.1.4. Arenas

4.6.2. Focused on the public buying tickets

4.6.3. Employees

4.6.3.1. Usually part time since most of the events are held on just the weekends

4.6.4. Typically owned by:

4.6.4.1. THE GOVERNMENT

4.6.4.1.1. shocking

4.7. Colleges and Universities

4.7.1. It is important for a planner to remember that while meeting bring much appreciated supplemental income to an educational institution, few colleges are well-equipped for major meetings

4.7.2. Staff may not be as adept at responding to immediate meeting needs as expected at a full-time meeting facility

4.7.3. Timing is everything

4.7.3.1. Seasonally, on most academic facilities during summer vacation, many college campuses become ghost towns

4.7.3.2. A vacant college campus couldprovide an effective meeting site as a resule

4.7.4. Location

4.7.4.1. College classrooms are generally open and airy with plenty of light, but they are not known for comfortable furniture

4.7.5. Sleeping Quarters

4.7.5.1. Not very professional

4.7.5.2. Most share a bathrooom

4.7.5.3. Need linens

4.7.6. Food

4.7.6.1. The quality will more than likely be terrible, unless there is catering

4.7.6.2. Budgeting is key for these types of requests

4.7.7. Networking

4.7.7.1. With the locations, it offers an array of different options centers, art, etc.

4.8. Unusual Venues

4.8.1. Examples

4.8.1.1. Airplane Hangars

4.8.1.2. Remote Islands

4.8.1.3. Nature Preserves

4.8.1.4. City Parks

4.8.1.5. Open Meadows

4.8.1.6. Museums

4.8.1.7. Athletic fields

4.8.2. Everything for the event must be brought in

4.8.3. Planner needs to provide all support services

4.8.3.1. portable restrooms

4.8.3.2. parking

4.8.3.3. trash removal

4.8.4. Challenges

4.8.4.1. Obtaining a permit for such places

4.8.4.2. Airports have heightened security

4.8.4.2.1. Noise is an issue!

4.8.4.3. Weather is unpredictable

4.8.4.4. Access is an issues even if there are roads directly to the area

4.8.4.4.1. Some roads flood in the rainy season, and in the winter, forget it!

4.8.5. Tents

4.8.5.1. Pole

4.8.5.1.1. Lighting requires special brackets to attach the lights to the poles if the poles are sturdy enough

4.8.5.1.2. supporting the lighting from the floor on boom stands or truss towers might be a better choice

4.8.5.2. Frame

4.8.5.2.1. Frame Tent

4.8.5.3. Clear span

4.8.5.3.1. Strong roof structure

4.8.5.3.2. Possible to hang lights

4.8.5.3.3. Power, water, and restrooms may also not exist and will have to be brought in

4.8.6. They all share a lack of everything

4.8.6.1. must all be brought in from other sources

4.9. Common Issues

4.9.1. Obstacles

4.9.1.1. Understaffed or undersided registration desk

4.9.1.2. Inadequate parking space

4.9.1.3. Noise ordinance

4.9.1.3.1. Hours of 10:00 PM and 6:00 AM

4.9.1.4. Weather?

4.9.1.5. Transportation

4.9.2. Power

4.9.2.1. Outdoor events

4.9.2.2. Properly anticipating the power needs is even more important in this type of event than one in a traditional meeting venue

4.9.2.3. How Long generator runs'

4.9.2.4. how much power is actually drawn from it

4.9.2.5. Power is pricey!

4.9.2.5.1. Power charges are not based on consumption

4.9.2.5.2. maximum amount of power deliverable at any one time

4.9.3. Rigging

4.9.3.1. Plaster ceilings are a production rigger's worst nightmare!

4.9.3.2. Theaters are generally adequately equipped for lighting without hanging trusses, but not necessarily hotels

4.9.3.3. Generating an accurate floor plan turns out to be a challenge

4.9.3.4. Most companies contract rigging to an outside company for a liability protection

4.9.3.5. Advance notice is always our friend!

4.9.4. Floors

4.9.4.1. Even though the floor may be made of four inches of steel-reinforced concrete on the ground, the utility boxes in the floor may not be so well designed

4.9.4.2. Ballrooms are carpeted

4.9.4.2.1. Usually plastic sheeting is placed over it to protect it

4.9.4.3. Wood flooring

4.9.4.3.1. drilling into it is frowned upon

4.9.5. Access

4.9.5.1. Loading Access

4.9.5.1.1. Everyone needs to get in and out

4.9.5.1.2. Tractor Trailer

4.9.5.1.3. Elevators

4.10. Function Rooms and Setups

4.10.1. Auditorium and Theater Style

4.10.1.1. Most common set up

4.10.1.1.1. Auditorium room set up

4.10.1.1.2. useful when when there is no need for attendees to interact with one another during the course of the session

4.10.1.1.3. Chairs are arranged in rose facing the same direction

4.10.2. Classroom Style

4.10.2.1. Most common setup

4.10.2.1.1. chairs are arranged in a similar manner as in an auditorium

4.10.2.1.2. six or eight feet long x 18 inches deep

4.10.2.1.3. May be modified in detail

4.10.3. Rounds

4.10.3.1. Utilized most often for food functions

4.10.3.2. facilitate and encourage communication

4.10.3.3. Crescent rounds

4.10.3.3.1. may use full-sized round tables, but will not have seats all the way around the table

5. Chapter 5 Exhibitions

5.1. Hisotry

5.1.1. Trade Shows

5.1.1.1. 14,000 in existence

5.1.1.2. annually

5.1.1.2.1. In North America alone

5.2. Types of Shows

5.2.1. Trade Fiars

5.2.1.1. began in biblical times

5.2.1.2. became popular in Medieval Europe and the Middle East

5.2.1.3. Served as an opportunity for craftsmen and farmers to bring their products to the center of the town or city to sell their goods as a means of survival

5.2.1.4. The beginnings of the "public" trade fair

5.2.1.5. Germany and France have first recorded history of organizing the earliest organized fairs

5.2.2. Trade Show

5.2.2.1. Typically a business-to-business event

5.2.2.2. Private and not open to the public

5.2.2.3. Exposition

5.2.2.3.1. similar in meaning to trade show

5.2.2.3.2. the Exhibitor is usually a manufacturer or distributor of products or services specific or complementary to those industries represented by the sponsor or organizer

5.2.2.3.3. Attendance

5.2.2.4. Educational Programs

5.2.2.4.1. may or may not be part of the trade show

5.2.2.4.2. have expanded as a method of attracting attendees

5.2.3. Consumer or Public Shows

5.2.3.1. Public Shows

5.2.3.1.1. expositions that are open to the public and offer a wide variety of directly to their market's end user

5.2.3.1.2. May or may not charge an admission fee

5.2.3.1.3. typically held over the weekend

5.2.3.2. Attendee

5.2.3.2.1. Regional or Local

5.2.3.3. Registration or Admision

5.2.3.3.1. Ticket purchase on-site

5.2.3.3.2. general public

5.2.3.4. Marketing

5.2.3.4.1. Newspaper

5.2.3.4.2. Regional magazines

5.2.3.4.3. billboards

5.2.3.4.4. radio

5.2.3.4.5. TV advertising

5.2.3.5. Show Days

5.2.3.5.1. Weekends

5.2.3.6. Location

5.2.3.6.1. Large or secondary markets with large parking areas

5.2.4. Consolidation Shows

5.2.4.1. Open to both industry buyers

5.2.4.2. General public

5.2.4.3. Hours may differ based on the type of attendee, allowing the trade professionals to preview the show prior to the consumer buyers

5.3. Economic Forecast

5.3.1. In 2007 and 2008--There was a decline in all four key metrics

5.3.1.1. Net Square Feet

5.3.1.2. Attendees

5.3.1.3. Exhibitors

5.3.1.4. Revenue

5.3.2. Prior to 2007 the trade show market consistently showed times of expansion and growth

5.3.2.1. MAN WERE THEY WRONG

5.4. Exhibition Management: Key Players

5.4.1. Exhibition Organizer

5.4.1.1. Could potentially be...

5.4.1.1.1. trade association

5.4.1.1.2. company sub-contracted to the trade association

5.4.1.1.3. separate company organizing the show as a profit making venture

5.4.1.2. Must also consider the types of programs offered in addtion to the event itself

5.4.1.2.1. Educational Programs

5.4.1.2.2. Entertainment Programs

5.4.1.2.3. Availability of exhibitor demonstrations and educational/training programs

5.4.1.2.4. Special sections on the tradeshow floor for emerging companies, new exhibitors, or new technologies

5.4.1.2.5. Celebrity or industry-leader speakers

5.4.1.2.6. Meal Programs

5.4.1.2.7. Continuing education units (CEUs) or certifications for educational programs

5.4.1.2.8. Spouse and children programs

5.4.1.2.9. Internet access and e-mail centers

5.4.2. Facility Manager

5.4.2.1. Range from:

5.4.2.1.1. small hotels with limited meeting space to large convention centers

5.4.2.2. Meeting and convention facilities have kept pace with the growth of the industry

5.4.2.2.1. from small regional facilities to mega convention centers located in major cities

5.4.3. General Service Contractor

5.4.3.1. also known as an official exhibit service conractor or decorator, provides products and services to the exhibition management company and the show's exhibitors

5.4.3.2. Types:

5.4.3.2.1. Floor plan development and design

5.4.3.2.2. Aisle carpet and signage

5.4.3.2.3. Custom and modular booths

5.4.3.2.4. Freight handling and shipping

5.4.3.2.5. Storage and warehousing

5.4.3.2.6. Installation, maintenance, and dismantling labor

5.4.3.2.7. Telecommunication and computer requests

5.4.3.2.8. Sound and audio visual

5.4.3.2.9. Coordination with Specialty contractors

5.5. Considerations in Planning The Show

5.5.1. Location

5.5.1.1. the city and venue selected to host the show has a major effect on attendance

5.5.1.2. a balance must be attained between location, cost, and the ideal attendance level

5.5.1.3. Many conduct annual meetings and trade shows stay in the same city year after year

5.5.1.3.1. they can negotiate a better price!

5.5.1.4. Organizations or Exhibition Management companies

5.5.1.4.1. Like to move their trade shows from city to city each year

5.5.1.4.2. the success of convention centers is indicative of organizations paying attention to the needs and desires or their members and potential audience

5.5.1.5. Hotel Facilities

5.5.1.5.1. often require dedicated local ground transportation to assist visitors and exhibitors in getting from their hotels to the trade show site

5.5.1.6. Weather

5.5.2. Shipping and Storage

5.5.2.1. Over-the-road freight by truck is the most common method

5.5.2.1.1. Charges are typically per hundred pounds and are based on the distance the freight must travel

5.5.2.2. Extra time is typically awarded for transit

5.5.2.2.1. CAN'T BE LATE!

5.5.3. Marketing and Promotion

5.5.3.1. without exhibitors, the exhibition will not be successful and in turn without attendees, exhibitors will not participate or return

5.5.3.2. attendance is key!

5.5.3.3. Strategies are thought up to bring in clientele and revenue

5.5.3.3.1. done through:

5.5.3.4. Sponsorship

5.5.3.4.1. General

5.5.3.4.2. Special Event

5.5.3.4.3. Advertising in the Show

5.5.3.4.4. Promotion Items

5.5.4. Technology

5.5.4.1. Internet

5.5.4.1.1. most shows have sites that allow attendees to registering online and purchase tickets in advance

5.5.4.1.2. Attendees can view exhibitor lists, review educational programs, and make their travel arrangements online

5.5.4.2. Lead Retrieval systems

5.5.4.2.1. enable the exhibit staff to "swipe" an attendees card or bar-coded badge and capture all of that individuals contact information

5.5.4.3. Radio Frequency

5.5.4.3.1. can track attendees' movement and behavior

5.5.4.3.2. beneficial for data aquisition

5.5.4.3.3. lead retrieval

5.5.4.3.4. reporting

5.5.4.3.5. This also has issues due to privacy

5.5.4.4. Promoting products

5.5.4.4.1. now gives visiorts an inexpensive CD-ROM or flash drives instead of bulky brouchures

5.5.4.4.2. The electronic format can contain much more information and more elaborate presentations that the potential customer can view at his or her leisure

5.5.5. Risk and Crisis Management

5.5.5.1. Identifies all potential risks for the show management and the exhibitors

5.5.5.2. Quantifies each risk to determine the effect it would have if it occured

5.5.5.3. Provides an assesment of each risk to determine which risks to ignore, which to avoid, and which to mitigate

5.5.5.4. Provides risk avoidance steps to prevent the risk from occuring

5.5.5.5. Provides risk mitigation steps to minimize potential costs if the risk occurs

5.5.5.6. Every show organizer should have a crisis management plan that addressed the prevention, control, and reporting of emergency situation

5.6. Exhibitors' Perspective

5.6.1. Why Exhibit?

5.6.1.1. Branding of their name in the industry

5.6.1.2. Annual presentation of products to industry analysts

5.6.1.3. New Product roll out

5.6.1.4. Opportunities

5.6.1.4.1. to meet with potential and existing customers

5.6.1.4.2. to learn about customer needs

5.6.1.4.3. to meet with trade media

5.6.1.4.4. to learn about changes in industry trends and competitor products

5.6.2. Exhibit Design Principles

5.6.2.1. Selecting Space

5.6.2.1.1. Traffic patterns within the exhibit hall

5.6.2.1.2. Location of enrances

5.6.2.1.3. Location of food facilities and restrooms

5.6.2.1.4. Location of industry leaders

5.6.2.1.5. Location of competitors

5.6.2.2. Why Exhibitors Fail

5.6.2.2.1. Dont understand that every show is different

5.6.2.2.2. No SMART objectives were set for the show

5.6.2.2.3. Failure to differentiate your company from your competitors

5.6.2.2.4. No formal marketing or promotional plan created or shared

5.6.2.2.5. Logical planning is poor

5.6.2.2.6. Do not give attendees any reason to visit your booth space

5.6.2.2.7. Staff is not trained to sell your product or service

5.6.2.2.8. Exhibity for all the wrong reasons--did not ensure the "right" buyers would be there

5.6.2.2.9. Dont know how to measure return on investment

5.6.2.2.10. Dont do any post show follow-up with leads generated at the show

5.6.3. Types of Booths

5.6.4. Types of Booths

5.6.4.1. Standard

5.6.4.2. Island

5.6.4.3. Peninsula

5.6.4.4. Multilevel exhibits

5.6.5. Measuring Return on Investment

5.6.5.1. Establish all expenses part of the show

5.6.5.1.1. Space rental

5.6.5.1.2. Service contractor services

5.6.5.1.3. Personal travel, including hotel and meals

5.6.5.1.4. Personnel time for non-marketing personnel

5.6.5.1.5. Customer entertainment

5.6.5.1.6. Preshow mailings

5.6.5.1.7. Freight charges

5.6.5.1.8. Photography

5.6.5.1.9. Brochure printing and shipment

5.6.5.1.10. Promotional items

5.6.5.1.11. training

5.6.5.1.12. Post show mailings

5.6.5.2. Cost per lead

5.6.5.3. Percentage of the slase goal achieved

5.6.5.4. Percentage of leads converted to sales

5.6.6. Staffing

5.6.6.1. Staff needs to be well prepared and well trained

5.6.6.2. Small Exhibits

5.6.6.2.1. have staff probelms

6. Chapter 6 Service Contractors

6.1. Definition of the Service Contractor

6.1.1. a person who manages a tradeshow is known as a service contractor, show manager, or an event manager or an event producer

6.1.1.1. not all events and conferences have an exhibitor component

6.1.2. anyone who provides a product or service for the exhibitor or show/event management during the actual show or conference

6.1.2.1. they can be:

6.1.2.1.1. the florist

6.1.2.1.2. the electrical company

6.1.2.1.3. the registration company

6.1.2.1.4. staffing agency

6.1.2.1.5. ANYONE!

6.2. Service Contractors Responsibilities

6.2.1. they are involved in every aspect of the even from move in, to running the show, to teardown, and move out

6.2.2. an important interface between the event organizer and other MEEC suppliers

6.2.2.1. such as:

6.2.2.1.1. hotel convention services

6.2.2.1.2. the convention center

6.2.2.1.3. exhibitors

6.2.2.1.4. local labor

6.2.2.1.5. unions

6.2.3. General Service Contractor

6.2.3.1. hired by the show manager to handle the general duties necessary to produce the show on-site

6.2.4. Official Contractor

6.2.4.1. appointed by show management to provide services such as set-up and tear-down of exhibit booths and to oversee labor, drayage, and loading dock procedures

6.2.4.1.1. also known as general service contractor

6.2.5. Drayage

6.2.5.1. Delivery of exhibit materials from the dock to an assigned exhibit space, removing empty crates

6.2.6. Drayage Charge

6.2.6.1. The cost of moving exhibit materials within the confines of the exhibit hall, based on weight

6.2.7. Drayage Contractor

6.2.7.1. Company responsible for handling exhibit materials

6.2.8. Drayage Form

6.2.8.1. Form for exhibitor requesting handling of materials

6.2.9. Trade Unions

6.2.9.1. using people in the community to tear down the show

6.2.9.2. members are apart of the trade union

6.2.9.3. Issue:

6.2.9.3.1. whether the community is located in a "right to work" state/province

6.2.9.3.2. an individual working in a specific trade is NOT required to join the trade union representing that skill

6.3. Evolution of Service Contractors

6.3.1. History is boring, and there was seriously nothing important in this part of the chapter

6.3.1.1. Therefore, I shall not comment on it in this part of the presentation

6.4. Organization of a Service Contracting Company

6.4.1. Sales

6.4.1.1. Divided or broken up into national sales and local sales or special events

6.4.2. Logistics

6.4.2.1. Handles planning, scheduling, shipping, labor relations, site inspection with show/event organizer, and preparation

6.4.3. Drayage and Warehousing

6.4.3.1. Transportation of materials, booths, exhibits, etc., along with their temporary storage in the host city

6.4.4. Event Technology

6.4.4.1. Technology, special effects, reports.

6.4.5. Event Services

6.4.5.1. Exhibitor kits, on-site coordination, registration

6.4.6. Production

6.4.6.1. Woodworking, props, backdrops, signs, electrical, lighting, metal work, and so on

6.4.7. Accounting and Finance

6.4.7.1. Accounts receivable, accounts payable, payroll, and financial analysis

6.5. Specialty Service Contractors

6.5.1. Audiovisiual

6.5.1.1. Services and supplies to enhance the exhibit/conference special event through audiovisual methods

6.5.2. Business Services

6.5.2.1. Copying, printing, faxing, and other business services

6.5.3. Catering

6.5.3.1. Food and beverage for show/event organizers at the conference/special event and for individual exhibitors who may want to include food and beverage in their booth or at a private client event

6.5.4. Cleaning Services

6.5.4.1. Cleaning of public areas of the conference/event, especially carpet along with booths, offices, and nonpublic areas

6.5.5. Communications

6.5.5.1. Provides PDAs, cell phones, and wired and wireless services

6.5.6. Computers

6.5.6.1. Rental of computers and monitors

6.5.7. Consulting

6.5.7.1. This can include pre-event planning, coordination, facilitation, layout and design of the tradeshow/event/conference, and booth design

6.5.8. Decor

6.5.8.1. Basic decor company that can enhance staging, general decor theme

6.5.9. Drayage

6.5.9.1. This includes over-the-road transportation of materials for the show, transfers, and delivery of materials from a local warehouse or depot to the show site, airfreight, and returns

6.5.10. Electrical

6.5.10.1. Brings electrical power to the exhibits and any other areas that power may be required

6.5.11. Entertainment Agency

6.5.11.1. Provides entertainment and acts as liaison between entertainer and show/event organizer

6.5.12. Floral

6.5.12.1. Rental of plants, flowers, and props

6.5.13. Freight

6.5.13.1. Shipping of exhibit materials from the company tot he show and back

6.5.13.1.1. Various kinds of shippers

6.5.14. Furniture

6.5.14.1. Rental of furniture for exhibit, often fancier that in your home!

6.5.14.1.1. aint that the truth

6.5.15. Internet Access and Telephones

6.5.15.1. Rental of equipment and lines on the show floor or any other area required for the event/conference

6.5.16. Labor Planning and Supervision

6.5.16.1. Expertise on local rules and regulations regarding what tradespeople to work with, union requirements, and supervision of workers on site

6.5.17. Lighting

6.5.17.1. Design and rental and lighting operators

6.5.18. Staffings

6.5.18.1. Temporary hiring of exhibit personnel or demonstration personnel, or registration

6.5.19. Utilities

6.5.19.1. Plumbing, air, gas, steam, and water for technical exhibits

6.5.20. Photography

6.5.20.1. For show/event organizers to provide publicity and to individual exhibitors

6.5.21. Postal and Package Services

6.5.21.1. For both organizers and exhibitors

6.5.22. Registration Company

6.5.22.1. A company outsourced to manage the entire registration process for an event/conference or tradeshow

6.5.23. Security

6.5.23.1. Security to watch the booth during closed hours and to control the entrances when the show is open or general security for an event/conference

6.5.24. Speaker Bureaus

6.5.24.1. Work with the show/even organizer to find ideal keynote speakers to open/close conference

6.5.25. Translators

6.5.25.1. Work with the show/event organizer to do simultaneous translation of speeches and presentations

6.6. Exhibitor-Appointed Contractors

6.6.1. Any company other than the designated "official" contractor providing a service to an exhibitor

6.7. Relationship between Contractors and Event Organizers

6.7.1. Partnership develops as the show develops

6.7.2. GSCs will often recommend cities where a show shouldl be held, the times of the year, and the facilities that fit the event

6.8. Resources in the Service Contractor Industry

6.8.1. EIC

6.8.1.1. Exhibit Industry Council

6.8.2. CEMA

6.8.2.1. Corporate Events Marketing Association

6.8.3. HCEA

6.8.3.1. Healthcare Convention and Exhibitors Association

6.8.4. ESCA

6.8.4.1. Exhibition Services and Contractors Association

6.8.5. EDPA

6.8.5.1. Exhibit Designers and Producers Association

6.8.6. EACA

6.8.6.1. Exhibitor-Appointed Contractors Association

6.8.7. IAEM

6.8.7.1. International Association for Exhibition Management

6.8.8. CAEM

6.8.8.1. Canadian Association of Exposition Management

6.8.9. NACS

6.8.9.1. National Association of Consumer Shows

6.8.10. EEAA

6.8.10.1. Exhibition and Event Association of Australia

6.8.11. CEIR

6.8.11.1. Centre for Exhibition Industry Research

6.8.12. TSEA

6.8.12.1. Trade Show Exhibitors Association

7. Chapter 7 Destination Management Companies

7.1. Definition of Destination Management Company

7.1.1. Destination Management Company

7.1.1.1. A professional services company possessing extensive local knowledge, expertise and resources, specializing in the design and implementation of evens, activities, tours, transportation and program logistics

7.1.1.2. They offer:

7.1.1.2.1. creative proposals for special events within the meeting

7.1.1.2.2. guest tours

7.1.1.2.3. VIP amenities

7.1.1.2.4. transportation

7.1.1.2.5. shuttle services

7.1.1.2.6. staffing with convention centers and hotels

7.1.1.2.7. team building

7.1.1.2.8. golf outings / other activities

7.1.1.2.9. entertainment

7.1.1.2.10. decor and theme development

7.1.1.2.11. ancillary meetings and management professionals

7.1.1.2.12. advance meetings and onsite registration services and housing

7.2. Services Provided by Destination Management Companies

7.2.1. Meeting and event planners work closely with DMCs to provide recommendations for destination resources that will best fit and satisfy the goals for a gathering

7.2.1.1. Services typically offered by DMCs include:

7.2.1.1.1. Hotel Selection

7.2.1.1.2. Event venue selection

7.2.1.1.3. creative itineraries

7.2.1.1.4. special event concepts

7.2.1.1.5. event production

7.2.1.1.6. Sightseeing options

7.2.1.1.7. Team-building activities

7.2.1.1.8. Meeting Support activities

7.2.1.1.9. Transportation planning and delivery

7.2.1.1.10. Dining programs

7.2.1.1.11. Entertainers

7.2.1.1.12. Speakers

7.2.1.1.13. VIP services

7.2.1.1.14. Staffing services

7.2.1.1.15. Budgeting and resource management

7.2.1.1.16. Incentive Travel

7.3. Destination Management Company vs. Destination Marketing Organization

7.3.1. Consumers expect a destination to offer customized product and service offerings that match their expectations

7.3.2. DMOs work with the interests of both the community at large and the private companies that provide many of these services

7.3.3. Each DMC will provide detailed, creative proposals for services, which will best satisfy the client's specifications

7.3.4. Business Structure:

7.3.4.1. Saff

7.3.4.2. Temporary "field staff"

7.3.4.3. Office

7.3.4.4. Technology

7.3.4.5. Licenses and insurance

7.3.4.6. Community contacts

7.3.4.7. Customer contacts

7.3.4.8. History

7.3.4.9. Destination resources

7.3.5. services provided must be legally insured for business liability as well as other standard coverage such as workers' compensation and automobile insurance

7.3.5.1. Each destination will have unique laws and licensing requirements for the DMC's services

7.4. The Destination Management Company Organization

7.4.1. Independent Operator

7.4.1.1. Often useful when only a limited or specific service is needed for the success of the event

7.4.1.2. provide a limited array of target services such as

7.4.1.2.1. catering

7.4.1.2.2. transportation operator

7.4.1.2.3. tour organizer

7.4.1.3. Long-term-success

7.4.1.3.1. largely predicated on the ability of the owner to develop lasting relationships and goodwill by exceeding clients' expectations

7.4.1.4. Challenges

7.4.1.4.1. hours are long

7.4.1.4.2. arduous

7.4.2. Multi-services Operator

7.4.2.1. Typically larger organizations

7.4.2.1.1. rather than independent operators

7.4.2.2. staffed with well-trained professionals who can put together complex, diverse client programs

7.4.2.3. high quality services at a lower cost than can typically be found with an independent operator

7.4.3. Destination Management Networks

7.4.3.1. "The Network Companies"

7.4.3.1.1. formed in order to pool resources form individual one-city DMCs for sales and marketing purposes

7.4.3.2. collection of independent destination management companies that pay a fee or commission to be affiliated with a national or regionally based organization

7.5. Business Model of Destination Management Companies

7.5.1. Clients

7.5.1.1. Destination management companies receive business from several categories of customers

7.5.1.2. Their contracted programs may come from corporate, association, incentive-based, or special event clients

7.5.2. Corporate Accounts

7.5.2.1. corporate clients organizing meetings are receiving greater scrutiny

7.5.2.2. Corporate meetings holding half-day meetings while spending the remainder of their day on the golf course (WHAT)

7.5.2.3. Examples

7.5.2.3.1. National sales meetings

7.5.2.3.2. Training meetings

7.5.2.3.3. Product introductions

7.5.2.3.4. Dealer and/or customer meetings

7.5.3. Flow Chart (kind of)

7.5.3.1. Scenario A

7.5.3.1.1. Company or organization that is planning a meeting or event...

7.5.3.2. Scenario B

7.5.3.2.1. Company or organization that is planning a meeting or event

7.5.4. Association Accounts

7.5.4.1. Associations

7.5.4.1.1. are organizations that are created to support an industry, common interest, or activity

7.5.4.1.2. Can range from:

7.5.4.2. Sample Event Programs

7.5.4.2.1. Industry trade shows

7.5.4.2.2. Professional trade shows and conferences

7.5.4.2.3. Fraternal organizations

7.5.4.2.4. Educational conferences

7.5.4.2.5. Political conventions

7.5.5. Incentive-Based Programs

7.5.5.1. events organized to recognize and reward employees who have reached or exceeded company targets

7.5.5.2. can last between three to six days in length

7.5.5.3. can range from:

7.5.5.3.1. modest to extravagant getaway for employees and their partners

7.5.5.4. Sample event programs:

7.5.5.4.1. Sales incentives

7.5.5.4.2. Dealer incentives

7.5.5.4.3. Service manager incentives

7.6. Destination Management Company Process

7.6.1. The Sales Process

7.6.1.1. the infrastructure and appeal of the destination will often dictate which of the above market segments DMCs will do business with

7.6.1.2. Beaches, forests, weather, recreational facilities, fishing, arts, gambling, and theme parks all can enhance a destination's appeal

7.6.2. Identifying New Business Oportunities

7.6.2.1. Almost all new business opportunities involve going where the customers are or where the customers do business, such as attending industry trade shows

7.6.2.2. Knowing in advance which potential customers will attend and knowing what business opportunities they represent will ensure an increase in the DMC's prospects for creating new client relationships

7.6.3. Request for Proposal (RFP)

7.6.3.1. will prepare detailed proposals for services, which are based on the planner's specifications and budget

7.6.3.2. Must be presented during this stage:

7.6.3.2.1. Project specifications

7.6.3.2.2. Research and Development

7.6.3.2.3. Creativity and Innovation

7.6.3.2.4. Budgets

7.6.3.2.5. Response time

7.6.3.2.6. Competition

7.6.3.3. Includes:

7.6.3.3.1. Group size

7.6.3.3.2. choice of hotel, resort type

7.6.3.3.3. meeting space allotments

7.6.3.3.4. dates of service

7.6.3.3.5. types of services required

7.6.3.3.6. demographic information about the attendees

7.6.3.3.7. management's goals for the meeting or event

7.6.3.3.8. approximate budget

7.6.3.3.9. history regarding past successes and challenges

7.6.3.3.10. deadlines for completion and proposal submission

7.6.4. Site Inspection

7.6.4.1. DMCs--they do not usually organize nor sponser them

7.6.5. Program Development

7.6.5.1. After everything is confirmed, everything is set in motion

7.6.5.2. each activity and service for the program is reviewed and confirmed in detail

7.6.6. Program Execution

7.6.6.1. everything is "on the line"

7.6.6.2. It is up to the operations and production staff to successfully deliver the program

7.6.7. Transportation Services

7.6.7.1. pretty self explanatory

7.6.7.1.1. Point A to Point B

7.6.8. Production of Events

7.6.8.1. In these events, the production staff must manage the event venue, security, and countless other details

7.6.8.2. Operational staff must be familiar with all the necessary municipal regulations regarding insurance, fire, safety codes, crowd control, and police requirements

7.6.8.2.1. no substitute for experience!

7.6.8.3. Need:

7.6.8.3.1. strong organizational skills

7.6.8.3.2. sound preparation

7.6.8.3.3. sense of commitment and responsibility are essential traits for a professional DMC operations manager

7.6.9. Wrap-Up and Billing

7.6.9.1. The final invoice should mirror the contract of services agreed upon prior to the execution of the program

7.6.9.2. Actual services

7.6.9.2.1. should be outlined along with the number of participants that each charged item is based on

7.6.9.3. All additions or deletions should be shown on the invoice

7.6.9.4. The "grand total" for the program should be reflected along with all deposits and payments received prior to the finally billing

7.7. Finding and Selecting a Destination Management Company

7.7.1. it's best to begin with contacting industry professionals that are managing and executing meetings on a regular basis

7.7.2. The next step is selecting a DMC that best meeting the needs and budgetary guidelines

7.7.3. Once that happens, it is important to begin working with the selected DMC to ensure that they have historical information related to the organizations participants that may impact the execution of the program

7.8. Destination Management Company Resources

7.8.1. Products

7.8.2. Reputation

7.8.3. Experience

7.8.4. Relationships

7.8.5. Suppliers and Vendors

7.8.6. Credit and Buying Power

8. Chapter 8 Special Events Management

8.1. A Working Definition of a Special Event

8.1.1. an umbrella term that encompasses all funtions that bring people together for a unique purpose

8.1.2. Begins with a Relationship

8.1.2.1. The planner has a responsibility to the client to do everything in his/her power to reach the goals of the client, while working within the parameters of the given location, city, or facility

8.1.2.2. Understanding the VISION of the client

8.1.2.3. Must listen to the client, hear the words, and see the vision

8.1.2.4. Should have the capability to put the vision into a reality for the clients, given the expertise and professionalism of the planner

8.1.2.5. must have clear lines of communication between them

8.2. History and Background

8.2.1. as you know, I hate history...however, this was kind of interesting

8.2.1.1. The Disney Electrical Parade was proposed so that guests (who normally left at 5 pm) would have an incentive to stay

8.2.1.2. This is now a special event^

8.3. Planning Tools for a Special Event

8.3.1. First

8.3.1.1. A vision statement of your event

8.3.1.2. The vision statement should clearly identify the "who, what, when, where, and why" of the event

8.3.2. A:

8.3.2.1. Flow charts and graphs for scheduling

8.3.2.2. the "agenda"

8.3.3. B:

8.3.3.1. Clearly defined setup and breakdown schedules

8.3.3.1.1. these provide the event manager with an opportunity to determine tasks that may have been overlooked in the initial planing process

8.3.4. C:

8.3.4.1. Policy statements developed to guide in the decision-making process

8.3.5. Understanding Community Infrastructure

8.3.5.1. The roll of the business leader

8.3.5.1.1. provide sponsorships

8.3.5.1.2. donations

8.3.5.1.3. staff

8.3.5.1.4. or a possible workplace for the coordination of the event

8.3.5.2. A key ingredient for planning a successful event is understanding the infrastructure in the community

8.3.5.2.1. It can include:

8.3.6. Merchandising and Promoting the Special Event

8.3.6.1. This is another planning tool!

8.3.6.2. Understanding and utilizing the promotional mix model is pivotal in order to meet the goals of the event marketing plan

8.3.6.3. Use many means to communicate with their target markets

8.3.7. Distinctive Roles of the Promotional Mix Model

8.3.7.1. Advertising

8.3.7.1.1. Defined as any paid form of nonpersonal communication about the event

8.3.7.1.2. Nonpersonal means advertising that involves mass media

8.3.7.1.3. Best known and most widely discussed form of promotion because it is the most persuasive

8.3.7.2. Direct Marketing

8.3.7.2.1. a form of advertising that communicates directly with the target customer with the intent of generating a response

8.3.7.2.2. It enables users to receive and alter information and images, make inquireies, respond to inquiries, respond to questions, and make purchases

8.3.7.3. Sales Promotion

8.3.7.3.1. defined as those marketing activities that provide extra value or incentives to the sales force, distributors, or the ultimate consumer with the intention of stimulating the sale

8.3.7.4. Publicity and Public Relations

8.3.7.4.1. Publicity

8.3.7.5. Social Media

8.3.7.5.1. has exploded as a preferred stategy for promotional initiatives

8.3.7.5.2. Facebook

8.3.7.5.3. Blogging

8.3.7.5.4. LinkedIn

8.3.7.5.5. Ning

8.3.7.5.6. Twitter

8.3.7.6. Public Relations

8.3.7.6.1. The purpose is to systematically plan and distribute information to attempt to control or manage the image and/or publicity of an event

8.3.7.6.2. Personal Selling

8.3.7.7. Sponsorships for Special Events

8.3.7.7.1. Help to ensure profitable success for an event

8.3.7.7.2. Help underwrite and defray costs

8.3.7.7.3. They can be a strong marketing tool!

8.3.7.7.4. Sporting Events

8.3.7.7.5. There are five compelling reasons why company sponsorships are in an important option to consider

8.4. Understanding the Target Market for Your Special Event

8.4.1. one of the most important components in the overall success of the event

8.4.2. Critical for the event marketer and planner to know the participant audience

8.4.3. The event must be based on the overall needs and desires of the target market

8.4.4. The most valuable outcome a special event can generate for a community is positive word of mouth

8.4.5. A successful event has two vital components

8.4.5.1. One

8.4.5.1.1. the community is supportive of bringing the event to the city

8.4.5.2. Two

8.4.5.2.1. the event meets the consumers' need

8.5. Preparing for the Special Event

8.5.1. Basic Operations

8.5.1.1. 1. Secure a venue

8.5.1.2. 2. Obtain Permits

8.5.1.2.1. parade permits

8.5.1.2.2. liquor permits

8.5.1.2.3. sanitation permits

8.5.1.2.4. sales permits or licenses

8.5.1.2.5. fire safety permits

8.5.1.3. 3. Involve government agencies where necessary

8.5.1.4. 4. Involve the health department is there will be food and beverage at the event

8.5.1.5. 5. Meet all relevant parties in person so that any misconceptions are cleared up early

8.5.1.6. 6. Secure all vendors and suppliers for the event

8.5.1.7. 7. Recognize the complexities of dealing with the public sector

8.5.1.8. 8. Recognize the logistics that a community must contend with for certain types of special events, such as street closures for a marathon

8.5.1.9. 9. Set up a security plan, which may include the security supplied by the venue and professional law enforcements

8.5.1.10. 10. Secure liability insurance

8.5.1.11. 11. Determine ticket prices if the special event involves ticketing

8.5.1.12. 12. Determine ticket sale distribution if the special event involves ticketing

8.6. The Special Event Budget

8.6.1. Profitability requires understanding the six key elements involved in the cost of an event

8.6.2. Rental Costs

8.6.2.1. usually based on a certain dollar amount per square footage used

8.6.3. Security Costs

8.6.3.1. Provide limited security

8.6.3.2. This means that a guard is station at the front and rear entrances of the venue

8.6.4. Production Costs

8.6.4.1. Costs associated with staging an event

8.6.4.2. they vary depending on the type of special event

8.6.4.3. Electrical and water fees needed also have production costs

8.6.5. Labor Costs

8.6.5.1. Some cities are unionized, which means more dollars and more zeros attached to the cost

8.6.6. Marketing Costs

8.6.6.1. Costs associated with attracting attendees can make up a large portion of the budget

8.6.7. Talent Costs

8.6.7.1. These can include key note speaker, band or orchestra, sports teams, vocalists, animals, etc

8.7. Breakdown of the Special Event

8.7.1. First, the parking staff should expedite the flow of traffic away from the event

8.7.2. A debriefing of staff should take place to determine what did or did not happen at the event

8.7.3. 1. Participants: Interview some of the participants from theevent

8.7.4. 2. Media and the Press: Ask why it was or was not a press-worthy gathering

8.7.5. 3. Staff and Management: Get a variety of staff and other management involved in the event to give feedback

8.7.6. 4. Vendors: They also have a very unique perspective on how the event could be improved.

9. Chapter 9 Planning and Producing MEEC Gatherings

9.1. Setting Objectives

9.1.1. Who is the group?

9.1.2. Why are they here?

9.1.3. The objective of the meeting will impact site selection, food and beverage requirements, and transportation issues, and especially program content

9.1.4. Another key component, program planning, especially for assocication meetings, begins months or years before the actual event

9.2. Importance of Education

9.2.1. A key component of MEEC is to provide an environment conductive to education

9.2.2. In cases where the attendee is paying out of his or her own pocket to attend, good program content becomes a much more critical issues

9.2.3. It is a constant challenge for the meeting planner to continuously improve the content and execution of meetings and conventions while keeping the price of attendance affordable

9.3. Needs Analysis

9.3.1. Definition

9.3.1.1. a method of determining the expectations for a particular meeting

9.3.2. Group history

9.3.2.1. who attended the meeting, their likes and dislikes, and all pertinent information that can be used to improve future meetings

9.4. Developing Smart Objectives

9.4.1. SMART

9.4.1.1. Specific:

9.4.1.1.1. Only one major concept is covered per objective

9.4.1.2. Measurable:

9.4.1.2.1. Must be able to quantify or measure that you have, or have not, achieved the objective

9.4.1.3. Achievable

9.4.1.3.1. Is it possible to accomplish the objective?

9.4.1.4. Relevant:

9.4.1.4.1. Is the objective important to the overall goals of the organization?

9.4.1.5. Time:

9.4.1.5.1. The objective should include when the objective must be completed

9.4.2. Examples of Meeting Objectives

9.4.2.1. The Meetings Department of the International Association of Real Estate Agents will "generate attendance of 7,500 people at the 2012 annual meeting to be held in Orlando, FL"

9.4.2.2. The Education Committee of the National Association for Catering Executives (NACE) will "create a NACE professional certification program by the 2013 annual meeting"

9.4.2.3. The Brettco Pharmaceutical Corporation will " hold a two-day conference Octover 2 and 3 in Chicago, IL, for the 12 regional sales managers to launch 5 new product introductions for 2013. Total meeting costs are not to exceed 15,000"

9.5. Site Selection

9.5.1. This process can begin after meeting objectives are developed

9.5.2. Factors Include:

9.5.2.1. travel

9.5.2.1.1. most major airline carriers have been struggling to survive!

9.5.2.1.2. The availability of flights

9.5.2.2. Hotel:

9.5.2.2.1. choices include

9.5.2.3. Meeting Space

9.5.2.3.1. This is critical in the site selection process

9.5.2.3.2. how many meeting or banquet rooms?

9.5.2.3.3. how much space will they need?

9.6. Request for Proposal

9.6.1. Once all that is said and done! The meeting manager can now create the RFP

9.6.2. Once that is created, bids are placed for that meeting

9.6.3. Fam trips

9.6.3.1. a promotional tool

9.6.3.2. a no- or low-cost trip for the planner to personally review sites for their suitability for a meeting

9.6.3.3. Familiarization trips!

9.6.3.3.1. they check everything out!

9.7. Budgetary Concerns

9.7.1. Step 1

9.7.1.1. Establish Financial Goals

9.7.1.1.1. Should incorporate SMART

9.7.1.1.2. the goal

9.7.2. Step 2

9.7.2.1. Identify Expenses

9.7.2.1.1. Indirect Costs

9.7.2.1.2. Fixed Costs

9.7.2.1.3. Variable Costs

9.7.3. Step 3

9.7.3.1. Identify Revenue Sources

9.7.3.1.1. Corporate or association funding

9.7.3.1.2. Private funding from individuals

9.7.3.1.3. Exhibitor fees

9.7.3.1.4. Sponsorships

9.7.3.1.5. Selling logo merchandise

9.7.3.1.6. Selling logo merchandise

9.7.3.1.7. Advertising fees, such as banners or ads in the convention program

9.7.3.1.8. Local, state, or national government assistance

9.7.3.1.9. Selling banner ads or links on the official Web site

9.7.3.1.10. Renting membership address lists for marketing purposes

9.7.3.1.11. Establishing "official partnerships" with other companies to promote their products for a fee or percentage of their revenues

9.7.3.1.12. Contribution in cash or in-kind

9.8. Cost Control

9.8.1. To stay within budget, it is important to exercise cost control

9.8.2. the most important factor: make sure that the facility understands which person from the sponsoring organization has the authority to make additions or changes to what has been ordered

9.8.3. "Signing Authority"

9.9. Control in MEEC

9.9.1. Most meetings is a team effort

9.9.1.1. they seek feedback after the event from the attendees to see what they could have improved upon

9.9.2. Design the Evaluation

9.9.2.1. a good form is SIMPLE!

9.9.2.2. Use "Yes or No" questions

9.9.2.3. timing is an issue, so make it short, sweet, and to the point!

9.10. Program Implementation

9.10.1. There are many factors to address:

9.10.1.1. Program type

9.10.1.2. Content, including track and level

9.10.1.3. Session scheduling

9.10.1.4. Speaker arrangements

9.10.1.5. Refreshment breaks and meal funtions

9.10.1.6. Ancillary events

9.10.1.7. Evaluation procedures

9.10.2. Program Types

9.10.2.1. Each type of program or session is designed for a specific purpose

9.10.3. General or Plenary Session

9.10.3.1. primarily used as a venue to communicate with all conference attendees at one time in one location

9.10.3.2. this is what kicks off the meeting

9.10.3.3. Last between 1 and 1.5 hours

9.10.3.4. Keynote Address

9.10.4. Concurrent session

9.10.4.1. A professional development or career enhancement session presented by a credentialed speaker who provides education on a specific topic in a conference-style format

9.10.5. Workshop or Breakout Sessions

9.10.5.1. More intimate sessions that offer a more interactive learning experience in smaller groups

9.10.5.2. Learning about current trends, challenges, and technologies of a specific field

9.10.6. Roundtalbe Discussion Groups

9.10.6.1. Small, interactive sessions designed to cover specific topics of interest

9.10.7. Poster Sessions

9.10.7.1. another more intimate presentation method often used with academic or medical conferences

9.10.8. Program Content

9.10.8.1. the content must be specifically designed to match the needs of the audience

9.10.8.2. Track: refers to separating programming into specific genres, such as computer skills, professional development, marketing, personal growth, legal issues, certification courses, or financial issues

9.10.8.3. Levels: refer to the skill level the program is designed for, whether it is beginning, intermediate, or advanced

9.11. Session Scheduling

9.11.1. Timing is EVERYTHING!

9.11.2. If two events are scheduled at the same time, obviously attendees have to choose between the two

9.11.2.1. ISSUE

9.11.3. Another issue, allowing enough time for people to do what comes naturally

9.12. Refreshment Breaks and Meal Functions

9.12.1. It is important to have food and drinks for attendees to refresh themselves throughout the day

9.12.1.1. Who has been to a place where there WEREN'T any food or drinks? That stunk didn't it!

9.12.2. Companies gain attendee recognition by providing food and beverages

9.12.3. Attendees get fed, and the planner does not have to pay for it! WIN WIN

9.13. Speaker Arrangements

9.13.1. Volunteer Speakers

9.13.1.1. The opposite of paid--literally not getting paid. Just volunteering to speak at the event

9.13.2. Paid Speakers

9.13.2.1. obviously someone who is getting paid to speak at the event....

9.13.3. Speaker Guidelines

9.13.3.1. should be developed to inform the speakers of the logistics required to speak at an event as will as to clearly define the expectations of the organization

9.13.3.2. Should include

9.13.3.2.1. Background info

9.13.3.2.2. Date and location of meeting

9.13.3.2.3. Special events or activities the speaker may attend

9.13.3.2.4. Date, time, and location of speaker's room for presentation

9.13.3.2.5. Presentation topic and duration

9.13.3.2.6. Demographics and estimated number of attendees for the session

9.13.3.2.7. Room set and audiovisual equipment requests and availability

9.13.3.2.8. Requests for short bio

9.13.3.2.9. Names of other speakers, if applicable

9.13.3.2.10. Remuneration policy

9.13.3.2.11. Dress code

9.13.3.2.12. Location of speaker ready room

9.13.3.2.13. Instructions for having handouts prepared

9.13.3.2.14. Transportaion and lodging info

9.13.3.2.15. Maps and diagrams of hotel or facility

9.13.3.2.16. Deadlines for all materials that must be returned

9.13.3.2.17. Guidelines for speaking to the group

9.14. Audiovisual Equipment

9.14.1. Most hotels do not allow planners to bring their own!

9.14.2. Examples of equipment

9.14.2.1. LCD projectors

9.14.2.2. Televisions

9.14.2.3. VCR/DVD players

9.14.3. Usually have to rent from hotel PER DAY!

9.14.4. This means that controlling the audiovisual costs is very important

9.15. Managing Speakers On Site

9.15.1. If there are multiple speakers that day, managing their whereabouts and who goes where at what time is a MONUMENTAL task!

9.15.2. They of course all want to feel "special" because what they have to say is the most important thing at the event, so buttering them up is a task

9.16. Registration

9.16.1. Registration

9.16.1.1. the process of gathering all pertinent information and fees necessary for an individual to attend the meeting

9.16.1.2. It is more than just collecting money!

9.16.1.2.1. Registration data are a valuable asset to any association or organization that is sponsoring an event

9.16.1.3. Discounts are often provided to attendees who register in advance

9.16.1.3.1. They are even offered an early bird special!

9.16.2. Registration Fees

9.16.2.1. PAY ON TIME!

9.16.2.1.1. If you miss the deadline and there is a cut off date, the fees can raise at least 50-100 dollars!

9.16.2.2. The costs usually include food, tours, golf , activities, etc

9.16.3. Preregistration

9.16.3.1. the process of registering attendees weeks or months in advance of an event

9.16.3.2. This provides information about who will be attending a meeting or event

9.16.3.3. Can help the meeting planner determine room capacities for educational sessions and can help the session speaker to estimate the number of people who may attend a session

9.16.4. On-Site registration

9.16.4.1. Like checking in at a front desk, these places are designated to check-ins!

9.17. Housing

9.17.1. If housing is needed:

9.17.1.1. 1. Attendees arrange for their own room. Lists of hotels may be provided, but the meeting sponsor makes no prior arrangements regarding price negotiations or availability

9.17.1.2. 2. A group rate is negotiated by the planner at one or more properties, and attendees respond directly to the reservations department of their choice

9.17.1.3. 3. The meeting sponsor handles all housing, and attendees book rooms through them. Then the sponsor provides the hotel with a rooming list of confirmed guests.

9.17.1.4. 4. A third-party housing bureau (outsourced company) handles all arrangements either for a fee or paid by the CVB

9.18. Meeting and Event Specification Guide

9.18.1. Specification Guide:

9.18.1.1. The industry preferred term for a comprehensive document that outlines the complete requirements and instruction for an event

9.18.2. Three-part document that includes:

9.18.2.1. 1. The Narrative:

9.18.2.1.1. general overview of the meeting or event

9.18.2.2. 2. Function Schedules:

9.18.2.2.1. timetable outlining all functions that compose the overall meeting or event

9.18.2.3. 3. Function Set Up Orders:

9.18.2.3.1. specifications for each separate function that is part of the overall meeting or event. This is used by the facility to inform setup crews, technicians, catering and banquet staff, and all other staff regarding what is required for each event

9.19. Pre- and Post-Con Meetings

9.19.1. Pre-Convention Meetings

9.19.1.1. A gathering of all critical people representing all departments within the facility who will impact the group

9.19.1.2. The last time the planner has the opportunity to make any major changes without disrupting the facility

9.19.2. Post-Convention Review

9.19.2.1. a written document to record all key events of the meeting

9.19.2.2. This is used for planning the next meeting

9.19.2.3. "report card"

10. Chapter 10 Food and Beverage

10.1. Catered Events

10.1.1. Catered events

10.1.1.1. one host--one bill

10.1.1.1.1. most attendees eat the same meal

10.1.1.2. Service charges are a "murky area"

10.1.1.2.1. they generally do not go to the service personnel

10.1.2. Off-Premise Catering

10.1.2.1. shuttle bus systems can be set up to help you move attendees from point A to point B

10.1.2.1.1. Example: shuttle busing 20 board members to an off-site location restaurant

10.1.2.1.2. Example: getting 1000+ people to Disney

10.1.2.2. The first step: create an RFP and send it to event managers or caterers in the area

10.1.2.3. Challenges:

10.1.2.3.1. transportation

10.1.2.3.2. Weather

10.1.3. On-Premise Catering

10.1.3.1. Serving everyone at once prevents strain on the restaurant outlets, keeps attendees from leaving the property, and assures that everyone will be back on time for the following sessions

10.1.3.2. Conference Centers

10.1.3.2.1. Complete package!

10.1.3.3. Convention centers and stadiums

10.1.3.3.1. usually have concession stands open

10.2. Style of Service

10.2.1. Buffet:

10.2.1.1. Food is attractively arranged on tables, guests serve themselves then sit down to eat

10.2.2. Attended Buffet/Cafeteria

10.2.2.1. Guests are served by chefs or attendants

10.2.3. Combination Buffet

10.2.3.1. Inexpensive items such as salads, are presented buffet style, where guests help themselves

10.2.4. Action Stations

10.2.4.1. Sometimes referred to as performance stations or exhibition cooking

10.2.5. Reception

10.2.5.1. Light foods are served buffet style or are passed around on trays by servers

10.2.6. Family Style/English Service

10.2.6.1. Large serving platters and bowls of food are placed on the dining table by the servers

10.2.7. Plated/American Style Service

10.2.7.1. the most functional, most common, most economical, most controllable, and most efficient type of service

10.2.8. Preset

10.2.8.1. Some food are already on table when guests arrive (water, bread, etc)

10.2.9. Butler Service

10.2.9.1. having hors d'oeuvres passed on trays where guests help themselves

10.2.10. Banquet French

10.2.10.1. Food assembled in the kitchen, Servers use spoons or forks to plate the food

10.2.11. Cart French

10.2.11.1. Used in fine restaurants. Foods are prepared tableside using a rechaud on gueridon

10.2.12. Hand Service

10.2.12.1. One server for every two guests, all have to lay the food down with a signal at the same time

10.2.13. A La Carte

10.2.13.1. Guests have an option of 2-3 entrees

10.2.14. Waiter Parade

10.2.14.1. An elegant touch where white-gloved servers march into the room and parade around the perimeter carrying food on trays

10.2.15. Mixing Service Styles

10.2.15.1. mixing different styles within the dinner or eating event

10.3. Menus

10.3.1. Hot and Cold items presented on a piece of paper

10.4. Food Consumption Patterns

10.4.1. Guests will usually eat eat an average of seven hors d'oeuvres during the first hour

10.4.2. generally eat more at the reception

10.4.3. food consumed may also depend on how many square feet of space is available for guests to move around in

10.5. Menu Restrictions

10.5.1. Type One:

10.5.1.1. Vegatarians

10.5.1.1.1. who will not eat red meat, but will eat chicken and fish

10.5.2. Type Two:

10.5.2.1. "Lacto-ovo"

10.5.2.1.1. vegetarians who will not eat anything that has to be killed, but will eat animal by-products

10.5.3. Type Three:

10.5.3.1. "Vegans"

10.5.3.1.1. who will not eat anything from any animal source, including animal by-products such as honey, butter, and dairy

10.6. Food and Beverage Attrition

10.6.1. Attrition hits the planner in the pocketbook if the guarantee is not met

10.6.2. the planner agrees in the contract to buy a specific number of meals or to spend a specific amount of money on group food and beferage

10.6.2.1. the caterer's obligation is to provide the service and the food

10.6.3. the planner can also lose concessions if they have not negotiated

10.7. Amenities or Gifts

10.7.1. "Thank you" gifts

10.7.1.1. usually an in-room gift

10.7.2. make sure that the gift/amenity will not spoil

10.7.2.1. if they have the potential, send it in a smaller package

10.8. Beverage Events

10.8.1. Socializing:

10.8.1.1. to loosen guests up--it is easier to sell to a relaxed potential client

10.8.2. Networking:

10.8.2.1. to look for a job or business leads

10.8.3. Categories of Liquor

10.8.3.1. Well Brands

10.8.3.1.1. These are sometimes called "house liquors". Less expensive liquor such as Kentucky Gentleman Bourbon

10.8.3.2. Call Brands

10.8.3.2.1. These are priced in the midrange and are generally asked for by name, such as Jim Beam Bourbon or Beefeater's Gin

10.8.3.3. Premium Brands

10.8.3.3.1. These are high-quality, expensive liquors, such as Crown Royal, Chivas Regal, or Tanqueray Gin

10.8.4. How they are sold

10.8.4.1. By the Bottle

10.8.4.1.1. the planner pays for all of the liquor bottles that are opened

10.8.4.2. By the Drink

10.8.4.2.1. Host is charged for each individual beverage consumed during the event

10.8.4.3. Per Person

10.8.4.3.1. more expensive for the planner but involves less work and hassle

10.8.4.4. Charge Per Hour

10.8.4.4.1. Similar to per person

10.8.4.5. Flat-Rate charge

10.8.4.5.1. host pays a flat rate for the function based on the assumption that each guest will drink about two drinks per hour for the first hour and one drink per hour there-after

10.8.4.6. Open Bar

10.8.4.6.1. Guests don't pay for their drinks, host or sponsor pays for them

10.8.4.7. Cash Bar

10.8.4.7.1. Guests purchase tickets to exchange for drinks

10.8.4.8. Combination Bar

10.8.4.8.1. Host purchases tickets and distributes to guests, guests exchange for drinks

10.8.4.9. Limited Consumption Bar

10.8.4.9.1. Pricing by the drink

10.8.4.10. Labor Charges

10.8.4.10.1. Such as a corkage fee

10.9. Hospitality Suites

10.9.1. Places to attendees to gather outside of the meeting events

10.9.1.1. Three types:

10.9.1.1.1. Morning:

10.9.1.1.2. Afternoon:

10.9.1.1.3. Evening:

10.10. Rooms

10.10.1. Room Setups

10.10.1.1. includes:

10.10.1.1.1. tables

10.10.1.1.2. chairs

10.10.1.1.3. decor

10.10.1.1.4. other equipment

10.10.2. Rental Charges:

10.10.2.1. if they are waived, it depends on the rental space

10.10.3. Aisle Space

10.10.3.1. Aisles allow people to move easily around the room without squeezing through chairs and disturbing seated guests

11. Chapter 11 Legal Issues in the MEEC Industry

11.1. Negotiation

11.1.1. The process by which a meeting planner and a hotel representative reach an agreement on the terms and conditions that will govern their relationship before, during, and after a meeting, convention, exposition, or event

11.1.2. Some helpful tips to negotiating

11.1.2.1. Develop a game plan

11.1.2.2. Don't forget the outcome sought

11.1.2.3. Come back later and renew the negotiations

11.1.2.4. Letting the other person make the first move sets the outside parameters for the negotiation

11.1.2.5. Don't bluff, or lie

11.1.2.6. Thinking "outside the box" often leads to a solution

11.1.2.7. Timing is everything

11.1.2.8. Listen and DON'T get emotional

11.2. Contracts

11.2.1. This is all legal stuff and is very boring: enter at your own risk

11.2.1.1. Parole Evidence

11.2.1.1.1. can be used in limited instances, especially where the plain meaning of words in the written document may be in doubt

11.2.1.1.2. A court will generally construe a contract most strongly against the party that prepared the written document; and if there is a conflict between printed and handwritten words or phrases, the latter will prevail

11.2.1.2. Attrition

11.2.1.2.1. provide for the payment of damages to the hotel when a meeting organizer fails to fully utilize the room block specified in the contract

11.2.1.2.2. should provide the organizing entity with the ability to reduce the room block by a specified amount up to a specified time prior to the meeting without incurring damages

11.2.1.2.3. Damages triggered by the failure to meet a room block commitment should be shown in dollars,

11.2.1.2.4. Often appear in the portion of a contract that discusses meeting room rental fees

11.2.1.3. Cancellation

11.2.1.3.1. The provision that provides for damages should the meeting be canceled for reasons other than those specified, either in the same clause or in the termination provision

11.2.1.3.2. Usually one-sided

11.2.1.3.3. should provide for damages in the event either parting cancels without a valid one

11.2.1.3.4. If a cancellation clause will trigger a monetary payment to the hotel, the payment should be specified in dollarsand should be based on the hotel's lost profit rather than lost revenue

11.2.1.3.5. The meeting organizer should NOT have the right to cancel solely to book the meeting an another hotel or city

11.2.1.3.6. Cancellation is provided without damages as long as it is done with specific time prior to the meeting

11.2.1.4. Termination

11.2.1.4.1. Sometimes called force majeure or Act of God

11.2.1.4.2. permits either party to terminate the contract without damages if fulfillment of the obligations imposed in the agreement is rendered impossible by occurrences outside of the control of either party

11.2.1.5. Dispute Resolution

11.2.1.5.1. Controversies that either side find within the contract

11.3. Risk Management

11.3.1. Stages of Risk Management:

11.3.1.1. 1. Preparedness

11.3.1.1.1. assessed and analyzed different risks and have planned for said risks

11.3.1.2. 2. Mitigation

11.3.1.2.1. the planner would try to determine what he or she could do to decrease the probability that rain would occur

11.3.1.3. 3. Response

11.3.1.3.1. figuring out both when to respond and how.

11.3.1.4. 4. Recovery

11.3.1.4.1. A risk that results in a loss or harm can cause damage to property, people, or to more intangible aspects

11.4. Americans with Disabilities Act

11.4.1. A disability is a "physical or mental impairment that substantially limits a major life activity of an individual".

11.4.1.1. This can include people in wheelchairs, those will visual impairments, hearing impairments, and food intake restrictions as well as "invisible disabilities" like cancer, epilepsy, or other

11.4.2. "reasonable accomodation"

11.4.3. Planners must

11.4.3.1. 1. dertermind the extent to which attendees have disabilities

11.4.3.2. 2. make reasonable efforts to accommodate the special needs of those attendees at no cost to the attendee

11.5. Intellectual Property

11.5.1. The rights to the "original works of authorship"

11.5.1.1. literary

11.5.1.2. dramatic

11.5.1.3. musical

11.5.1.4. artistic

11.5.1.5. and certain others

11.5.2. Under copyright law, an organization cannot meet its obligation by requiring the musicians performing the music or the booking agency or hotel that provided the musicians to obtain ASCAP and BMI licenses

11.5.3. Recording or Videotaping Issues

11.5.3.1. have a common law copyright interest in their presentations, and the law prohibits the organizing organization from selling audio or video copies of the presentation without obtaining the written permission of the presenter

11.6. Labor Issues

11.6.1. Since there are long hours associated in creating events and such, the law prohibits working the employees to the bone!

11.6.2. This is more of a protection to make sure that they get paid

11.6.2.1. Only hourly employees are eligible for overtime

11.6.2.2. Overtime pay can be avoided by giving employees compensatory time off instead

11.6.2.3. Overtime need only be paid to those who receive advance approval to work more than forty hours in a work

11.6.3. Overtime cannot be avoided by a promise to provide compensatory time off in another workweek, even if the employee agrees to the procedure

11.6.4. The use of comp time is probably the most common violation

11.7. Ethics in MEEC

11.7.1. Ethics Defined:

11.7.1.1. 1. the study of standards of conduct and moral judgment; moral philosophy

11.7.1.2. 2. The stystem or code of morals of a particular philosopher, religion, group, profession, etc.

11.7.2. is addressed on the evening news and on the front page of newspapers.

11.7.3. The MEEC industry, by it very nature, offers a multitude of opportunities for unethical behavior or practices

11.7.3.1. the book says to look elsewhere for more explanation on this subject

11.7.3.1.1. lol

11.8. Supplier Relations

11.8.1. many planners think suppliers are going to stiff them

11.8.1.1. i would too

11.8.2. It is totally legal to embellish and over sell, but it is unethical

11.8.3. Even with a contract, the buyer should be completely open and honest of the operation

11.8.4. Issue:

11.8.4.1. the offering of gifts

11.8.4.1.1. should they accept the gift?

11.8.4.1.2. is there an obligation if you DO accept it?

11.8.4.2. "Fam trips"

11.8.4.2.1. what if the planner goes on the trip but has no want or need to use their resources? is that ethical?

12. Chapter 12 Technology and the Meeting Professional

12.1. Before the Event or Conference

12.1.1. With technology constantly changing, the planners are always adapting and changing with it

12.1.2. virtual site selection

12.1.2.1. Online RFPs

12.1.2.1.1. Request for Proposal

12.1.2.1.2. allow the planners to input their specs easily, and allow the Web to be the conduit for distributing the information to potential cities and hotels

12.1.3. Web-Based marketing tools

12.1.4. the planners certainly have plenty of choices in making the process work for them

12.1.5. Virtual Tour

12.1.5.1. being showcased by a virtual visit

12.1.5.2. "second life"

12.2. Marketing and Communications

12.2.1. Web sites and Strategic Communications

12.2.1.1. two way model

12.2.1.2. they must serve the purpose of the efficiently providing critical information to the conference goers

12.2.1.3. successful social media strategies:

12.2.1.3.1. are easy to find

12.2.1.3.2. navigate

12.2.1.3.3. and make purchases from the event Web site

12.2.2. Event Web Sites

12.2.2.1. a place to provide information

12.2.2.2. create interest

12.2.2.3. get people to register for the conference

12.2.3. Web 2.0 and Social Media

12.2.3.1. all of the online tools where the operative word is interactivity

12.2.3.2. social media

12.2.4. Social Networks

12.2.4.1. social networks have always been at the root of the MEEC industry's success

12.2.4.2. online and face-to-face

12.2.4.3. facebook

12.2.4.4. twitter

12.2.4.5. linkedin

12.2.5. RSS

12.2.5.1. the most important approact to the Web today is in the use of RSS (Really Simple Syndication)

12.2.5.2. updated continuously

12.2.5.3. blogs

12.2.5.4. podcasts

12.2.5.5. etc

12.2.6. Blogging

12.2.6.1. allows everyone to become part of the Web, posting anything--ANYTHING--that is on their mind

12.2.6.2. built-in comment functionality

12.2.6.2.1. two way communications tool that can greatly help organizers get a pulse of what is on the minds of their attendees

12.2.7. Podcasting

12.2.7.1. A way cool music player

12.2.7.2. a 1000+gb backup hard drive for your files

12.2.7.3. the future of distance learning

12.2.8. Viral Video

12.2.8.1. YouTube!

12.2.9. Event Wikis

12.2.9.1. a collaborative Web site that can be edited by anyone

12.2.9.2. wikipedia is an encyclopedia created and maintained by us all

12.2.10. E-Blasts

12.2.10.1. Opt-In

12.2.10.1.1. just because you have an email address doesn't mean you can commence spamming it!

12.2.10.2. Don't Overdo It

12.2.10.2.1. once receiving the okay, don't OVER DO IT!

12.2.10.3. WIIFM (Technology-Version)

12.2.10.3.1. Whats in it for me???

12.2.10.4. Keep It Simple

12.2.11. Room Design Software

12.2.11.1. How communicators share information with tech facility to ensure that their wants are translated into the actions of the facility

12.2.12. Selling the Show Floor

12.2.12.1. assisting the trade show manager in selling the show floor

12.2.12.2. posting the show floor diagram on the web, and using its interactivity, trade show managers can now offer potential buyers locate a floor space that is either near or far from their competitors

12.2.13. Online Registration

12.2.13.1. ....we already went over this. I feel repeating this is moot.

12.3. During the Event

12.3.1. Setting up your Infrastructure

12.3.1.1. Planners need to think about the issues of bandwidth

12.3.1.2. need to think about how they will use the Internet and other technologies to support thei goals

12.3.1.3. need to think about how their attendees will want to use technology to enhance their meeting experience

12.3.2. Bandwidth

12.3.2.1. the amount of information that can pass through a communications line

12.3.2.2. the more, the merrier!

12.3.3. Wired vs. Wireless

12.3.3.1. The wireless standard is and engineering specification named 80211

12.3.3.2. adopted in the 1990's

12.3.3.3. defines how a wireless interface between clients and access points is constructed

12.3.3.4. High speed?

12.3.3.4.1. you need wires

12.3.4. Digital Recording and Streaming Media

12.3.4.1. the marketing success of many conferences depends on the quality of the keynotes, who establish the tone of a conference

12.3.5. To VoIP or to Not VoIP?

12.3.5.1. Voice over Internet Protocol

12.3.5.1.1. high speed internet connection to make and receive phone calls

12.3.6. NFC and RFID

12.3.6.1. Near Field Communications

12.3.6.1.1. short range

12.3.6.1.2. high-frequency

12.3.6.1.3. wireless technology

12.3.6.1.4. allowing information exchange between certain devices

12.3.6.2. Radio Frequency Identification

12.3.7. Interactive Nametags and Networking Devices

12.3.8. Audience Response Systems and Speaker Interation

12.3.9. Attendee Blogs and Tweets

12.3.10. Mobile Technologies and Mashups

12.3.11. Smart Phones (3G and 4G)

12.3.12. Mashups

12.4. Post-Conference Technology Applications

12.4.1. Evaluations and Surveys

12.4.2. Marketing the Media

12.5. Virtual Gatherings

12.5.1. Webinars

12.5.2. Second Life

12.5.3. Virtual Trade Shows

13. Chapter 13 Green Meetings and Social Responsibilities

13.1. Why Go Green?

13.1.1. The Bottom Line

13.1.1.1. Below.

13.1.2. Economic

13.1.2.1. IT MAKES SENSE TO GO GREEN!

13.1.2.2. It costs more, however, it saves you money in the long run

13.1.2.3. example: reduce the amount of printed materials associated with a meeting or event

13.1.3. Social

13.1.3.1. socials responsibility

13.1.3.1.1. businesses should contribute to the welfare of their communities both locally and globally

13.1.3.2. Employees who work in organizations that support green efforts could be healthier due to working in an office that is naturally lighted or better ventilated for energy savings

13.1.3.3. meeting and event attendees--positively impacted by the decision to go green

13.2. Opportunities to Go Green

13.2.1. Green Washing

13.2.1.1. Definition

13.2.1.1.1. any misrepresentation by a company that leads the consumer to believe that its policies and prducts are environmentally responsible, when claims are false, misleading, or cannot be verified

13.2.1.2. Identifying

13.2.1.2.1. Sin of the Hidden Trade-Off

13.2.1.2.2. Sin of No Proof

13.2.1.2.3. Sin of Vagueness

13.2.1.2.4. Sin of Irrelevance

13.2.1.2.5. Sin of Fibbing

13.2.1.2.6. Sin of the Lesser of Two Evils

13.2.1.2.7. Sin of Worshiping False Labels

13.2.1.3. Preventing

13.2.1.3.1. First, we have to be aware, knowledgeable, and not afraid to ask questions

13.2.1.3.2. understand the criteria for certifications and labels is also important!

13.2.1.3.3. BACK OF THE HOUSE TOURS

13.2.2. Create standards

13.2.2.1. Establish environmental within your business

13.2.3. Use Technology

13.2.4. Choose a Local Destination

13.2.5. Reduce, Reuse, Recycle

13.2.6. Volume Up

13.2.6.1. Encourage food and beverage providers to serve sugar, creams and other condiments in bulk dispensers!

13.2.7. Eat Local

13.2.7.1. Invest in the community, the community will then invest in you!

13.2.8. Decorate with Nature

13.2.9. Use Paper Wisely

13.2.10. Save Energy

13.2.11. Inform Everyone

13.3. Green Meeting Standards

13.3.1. ASTM/APEX Green

13.3.1.1. Cover nine individual topic areas:

13.3.1.1.1. accommodations

13.3.1.1.2. audiovisual

13.3.1.1.3. communication

13.3.1.1.4. exhibits

13.3.1.1.5. food and beverage

13.3.1.1.6. on-site office

13.3.1.1.7. destinations

13.3.1.1.8. meeting venue

13.3.1.1.9. transportation

13.3.2. Industry Certifications

13.3.2.1. A

13.3.2.1.1. Accomodations

13.3.2.2. B

13.3.2.2.1. Catering/Food and Beverage

13.3.2.3. C

13.3.2.3.1. Decor/Trade Show Rentals

13.3.2.4. D

13.3.2.4.1. Event Logistics

13.3.2.5. E

13.3.2.5.1. Printing/Promotional/Gifts

13.3.2.6. F

13.3.2.6.1. Transportation/Tours

13.3.2.7. G

13.3.2.7.1. Venues

13.4. Evaluating Efforts

13.4.1. Carbon Footprint

13.4.1.1. allows planners to easily see which destination sites have the least amount of carbon emissions generated by air travel based on points of origin

13.4.1.2. Planners can also offer options for attendees to offset carbon emissions through various programs such as planting trees

13.4.2. City Socrecard

13.4.2.1. ranks cities according to environmental programs that are administered by the local convention and visitors' bureau, convention center, hotels offered in the city's conference package

13.5. Going Green vs. Sustainability

13.5.1. "Going Green"

13.5.1.1. a phrase referring to individual action that a person (or company) can consciously take to curb harmful effects on the environment through consumer habits, behavior, and lifestyle

13.5.1.2. Green:

13.5.1.2.1. is usually product or service specific

13.5.2. Sustainability

13.5.2.1. a more encompassing term that includes implementing and executing a plan to save resources while improving performance!

14. Chapter 14 International Aspects in MEEC

15. Chapter 15 Putting it All Together