GainingEdge Advisory Issue

What to ask associations beyond ‘will you be rebooking’?

DMOs and CVBs (and) convention bureaus
are wired to be focused on generating business demand from the
marketplace.  As integral components of
the supply side, DMO/CVB value has long been measured by the ability to ensure
a steady flow of group business into the destination.  For the most part, DMOs/CVBs have
traditionally acted as supplier representatives in the relationship between
buyers and sellers. 

With business demand severely curtailed
because of COVID-19, destinations are scrambling to determine how best to
create value now and in the future.  We
suggest DMOs/CVBs need to ensure that in addition to lead generation and bid
development expertise, they also work to help associations deliver on their
purpose.  A good place to start is
understanding why an association exists in the first place and then building
your destination’s value proposition with that at the core.

Destinations that understand
associations from the ‘inside out’, rather than the ‘outside in’, will be in a
much stronger position to recover and rebound from this crisis.  In a risk adverse world, building strategic
relationships with associations will have a longer-term benefit than those that
are purely transactional.  Being a solid
partner builds trust and loyalty, which can lead to new and repeat business and
a strong brand reputation.

We are by no means suggesting DMOs/CVBs should not be finding out whether an association plans to book or rebook its event in the future.  What we are saying is that during these turbulent times, destinations should be sharpening their business development skills to ensure critical questions are also being asked of associations to help bridge the gap of knowledge that might otherwise exist.   The following are queries the DMO/CVB should ask to expand their insight into the association.

  • What is the vision and mission of your association? And how can we help you continue to progress towards your vision now and moving forward?

At the outset, a DMO/CVB should endeavor to find
out the essence of the association, why it exists and what the association
hopes to accomplish as a result of its activities.  Associations do not exist to meet; they are
created for an essential purpose. Conferences and meetings are not an end in
themselves, but a means to an end. Asking your client of the higher-level aim
of their association, and exploring ways to contribute to this goal, will
create a stronger sense of trust that the destination is not just out to sell
but is there to help.

  • How is the crisis impacting your industry/sector?

DMOs/CVBs should conduct research and inquire into the impact of COVID-19 on the industry or sector most relevant to the association. This background will provide context when speaking to the association of their issues and opportunities in the near to immediate term. Determining COVID-19 impacts on the broader sector will enable the destination to discuss implications on the association in an informed way.

  • How will the current crisis affect your business practices such as your meetings, exhibition, sponsorship or membership strategies in the short and long term?

The COVID-19 situation is forcing associations to
confront realities that will impact on fundamental operational matters now and
in the future.  DMOs/CVBs that try to get
a better understanding of the association’s situation, including not only their
events, will offer a closer glimpse into what matters most to the association
as it works its way through this crisis. 
One of the most important considerations will be whether associations
that once met globally will now be adjusting to more regional meetings.

  • Are you considering any adjustments to your events model and/or format to facilitate remote participation of attendees at your events?

As remote meetings take hold, deep discussions are being held
within and between associations on how best to bring their members and
stakeholders together for meetings in the future.  The earlier DMOs/CVBs have discussions with clients
about what that might look like will better prepare the destination to meet these
needs.  Destinations that offer solutions
to associations that facilitate engagement of remote, along with in-person,
will be better positioned to succeed.

  • How will your event programme be impacted by the crisis? e.g. change of content to respond to new market priorities as a result of the current crisis?

As connectors between the association and the destination, DMOs/CVBs are able to help client’s source local expertise and knowledge that enhance the content offerings of the event.  It is worth discussing how the current situation is shifting topics of interest with the association, so the destination can identify relevant people and organizations of interest in their community that will assist in being prepared for future opportunities.

In closing

Destinations and associations that find
a place where purpose and intent intersect will be better positioned to support
one another in achieving mutual results during and after COVID-19.  Clients will seek DMOs/CVBs that have a firm
grasp of their pain points and goals. Destinations are likely to retain and be
recommended by clients to whom they provide value, and hence will provide them a
competitive advantage.

DMOs/CVBs can help themselves by moving to a deeper understanding of the associations they are hoping to work with. It is our view that finding areas of commonality is the ‘sweet spot’ of success and should be given even more attention during these challenging times. Doing so will help to establish a trusting relationship between the parties, and lead to business opportunities down the road.


“Understanding is the first step to acceptance, and only with acceptance can there be recovery. “
J.K. Rowling, Harry Potter and the Goblet of Fire


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Advice: COVID-19 for destinations and convention bureaus Issue #3.

Published

Bulletin: COVID-19

The Hague, Netherlands cityscape at night.




REGIONS

ASIA

Korea Plans for Asian roadshows after COVID-19 crisis
Source: Edited excerpt from Korea Convention Bureau
Date: 12 March 2020
Despite setbacks from the COVID-19 crisis, the Korea Tourism Organization (KTO) MICE Bureau prepares to organise a series of roadshows across Asia to promote Korea’s appeal as a corporate meetings and incentives destination as part of the country’s recovery plan. 

Seoul rolls out enhanced MICE support programme
Source: Edited excerpt from BEAsia
Date: 15 March 2020
Seoul Convention Bureau (SCB) enhanced its PLUS SEOUL programme with additional support initiatives to boost MICE recovery efforts. 

  1. Support more MICE events;
  2. Increase financial support with more flexible criteria (lower min number of participants);
  3. Events that have not been cancelled but instead postponed to a later part of 2020 will receive additional financial aid (10%) from Seoul Metropolitan Government;
  4. Co-op marketing with other cities to encourage multi-destination events in Korea;
  5. Establishment of the Seoul MICE Support Center.

US$51 million for Hong Kong recovery effort
Source: Edited excerpt from TTGmice
Date: 17 March 2020
The Hong Kong Tourism Board (HKTB) will be pushing out a HK$400 million (US$51 million) trade support plan. The money will be used to:

  1. Subsidise event organisers to bid for large-scale conventions and exhibitions; 
  2. Lower the threshold for applying funding support for small & medium-sized meetings and incentives; 
  3. Waive the participation fees for relevant promotion activities organised by the HKTB in source markets; and 
  4. Provide subsidies for related air tickets and hotel accommodation and new initiative with the hotel sector, MeetON@HongKong, to provide groups with free meeting packages or dining packages.

HKTDC launches digital initiatives to help industry SMEs
Source: Edited excerpt from MICE BTN
Date: 26 March 2020
The Hong Kong Trade Development Council (HKTDC) is offering a number of digital initiatives for industry SMEs including: 

  1. A month-long Spring Virtual Expo beginning 1st April 2020 to establish contact with global buyers and to capture orders during the traditional peak sourcing season; 
  2. HKTDC will promote this Expo through its 50 offices worldwide, including assisting with buyer invitations; 
  3. Online-to-offline (O2O) promotion packages for companies to participate in physical exhibitions and conduct promotions through HKTDC’s online platform; 
  4. Transformation Sandbox or ‘T-box’ which is a free SME support programme providing advisory service, networking, capacity-building and practical opportunities.

AUSTRALIA & NEW ZEALAND

Australia offers support for convention bureaus and business events industry through its EMDG scheme 
Source: Edited excerpt from AACB
Date: 1 April 2020
The Australian Government will inject an extra AUD $49.8 million (USD $30.7 million) into the Export Market Development Grant (EMDG) scheme in the 2019-20 financial year. This is in addition to the AUD $60 million (USD $37 million) already committed.

According to The Association of Australian Convention Bureaux (AACB) a majority of their members are eligible as Approved Bodies under the scheme, as their role it is to attract international business events to Australia through marketing and bidding activities, reaching international markets and driving high yield visitation.

Expected entitlements will be paid in full. Applications lodged in the 2020-21 financial year can claim promotional expenses that have been impacted by COVID-19, such as tradeshow cancellations. These activities will be treated by Austrade as having taken place.

Eligible convention bureaux will be able to position these funds to recovery efforts. 

EUROPE

EU Commission approves Danish compensation scheme for event organisers
Source: Edited excerpt from CIMBusinessEvents
Date: 26 March 2020
The European Commission has founded a DKK91 million ($22 million) Danish aid scheme to compensate organisers for the damage suffered due to the cancellation of large events with more than 1000 participants in line with EU State aid.

The Hague Business Agency (THBA) focuses on leads generation
Source: Edited excerpt from The Hague Convention Bureau
Date: 16 March 2020

In the coming period, the focus of THBA, among others, will be on leads generation through: 

  • Looking further into collaborations with the local service providers (lawyers, banks, etc.) to find more leads. 
  • Strengthening data research efforts in order to obtain more leads based on public sources.

AFRICA

South Africa National Convention Bureau Chief on “Postpone not cancel”
Source: Edited excerpt from SANCB Twitter Page
Date: 31 March 2020
South Africa Tourism Chief Conventions Bureau Officer, Amanda Kotze-Nhlapo in her “Postpone, not Cancel” message emphasizes that “Africa must have its turn. With rotation, if they cancel, they will move onto the next destination. It may take 10yrs to get an opportunity to host or bid. We must assist to find a new date.”

Rwanda focuses on “postpone not cancel” meetings
Source: Video excerpt from CNBC Africa
Date: 18 March 2020
The Rwanda Convention Bureau is working with event organizers and industry stakeholders to postpone and not cancel events. Some have already confirmed for the last quarter of 2020 and the first quarter of 2021. Rwanda had 20 meetings scheduled in March-April 2020. 



OTHER

The Events Industry Council (EIC) provides template for government communications 
Source: Edited excerpt from MeetingsNet
Date: 25 March 2020
To support its campaign, the EIC is providing a letter template for industry professionals to adapt and send to representatives in their government so that the right message about how the business events industry can assist in recovery is consistently used. 



TOURISM RECOVERY SPENDING 

Indonesia’s government earmarks US$21.5 million to lift the economy including tourism businesses
Source: Edited excerpt from TTGAsia
Date: 27 February 2020
Indonesia’s minister of finance Sri Mulyani Indrawati announced that the government has set aside a budget of 298.5 billion rupiah (US$21.5 million) to help stabilise Indonesia’s economy and pull tourism businesses through the economic slowdown.

Kenya has set aside KES 500 million (US$ 4.7 million) to help tourism sector recover
Source: Edited excerpt from DailyNation
Date: 12 March 2020
Kenya has set aside Sh500 million (US$ 4.7 million) to help the tourism sector recover from the effects of the coronavirus outbreak. Part of the funds will be used to restore destination confidence to ensure that Kenya remains a preferred travel destination globally. The rest will be used for the post-coronavirus recovery strategy in all Kenya’s key source markets.

Thailand returns USD42.4 million deposit to local tour businesses
Source: Edited excerpt from TTGAsia
Date: 23 March 2020
Thailand’s Tourism Ministry will be giving financial aid to local tour businesses by returning a combined 1.4 billion baht (US$42.4 million) of registration deposits to them. The ministry’s policy stipulates that each company will receive 50-70 per cent of the deposit back to help ease the economic burden created by the coronavirus pandemic.

South Africa’s USD11.5 million for tourism SMMEs
Source: Edited excerpt from VoyagesAfri
Date: 24 March 2020
Department of Tourism has made an additional R200 million (US$ 11.5 million) available to assist SMMEs (small, medium and microenterprises) with a turnover of under R2.5 million (US$ 144,214) in the tourism and hospitality sector who are under particular stress due to the new travel restrictions.

Singapore sets aside $90 mil to boost rebound
Source: Edited excerpt from The Edge Singapore
Date: 26 March 2020
The Singapore government will set aside SGD $90 million (USD $62.7 million) to help the tourism industry rebound strongly. This is part of the SGD $48 billion (USD $33.6 billion) Supplementary Budget to support workers and save jobs. Hotels, travel agencies, tourist attractions, cruise terminals and operators, as well as venue operators will get a total of 75% wage offset. The qualifying monthly wage ceiling will be raised to SGD $4,600 (USD $3,227), from the SGD $3,600 (USD $2510) previously announced in February.

WTTC call governments to safeguard tourism
Source: Edited excerpt from TTGmice
Date: 18 March 2020
The World Travel & Tourism Council (WTTC), has called on governments of all countries to take immediate action to help ensure the survival of the critical travel and tourism sector through: 

  1. Financial help for the millions of workers in the sector.
  2. Extend vital, unlimited interest-free loans to global travel and tourism companies as well as the millions of small and medium sized businesses. 
  3. Waive all government taxes, dues and financial demands on the travel sector with immediate effect at least for the next 12 months.


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Our summary of how destinations are responding to the COVID-19 outbreak. We hope this bulletin will help you in planning your own mitigation and recovery strategies.

Published

GainingEdge Advisory Issue

VANCOUVER, CANADA - Nov 13, 2019: A beautiful shot of the boats parked near the Coal Harbour in Vancouver

Putting Some Order to the Chaos

Our last newsletter discussed the
importance of engaging your local stakeholders to work together in developing
solutions. As our industry manoeuvres its way through these times, it is always
helpful to learn from and share with each other – we believe Vancouver,
Canada’s current effort is worth discussing. 

Getting organized as a destination is a
critical step in being able to effectively develop strategies to respond to the
situation now and looking to future recovery. 
Destinations need to put in place meaningful structures that are nimble,
responsive, and inclusive, to address the multi-faceted nature of this
challenge. Now is not the time to go inward as an organization but to reach out
to others in your community and take a leadership role where appropriate.

In Vancouver, under the leadership of
Tourism Vancouver (the Metro Vancouver Convention and Visitors Bureau), a
public- and private-sector Task Force has been formed.  Starting with 50 organizations – and growing
– representing multiple interests, the common element that binds all players is
that few industries are as dramatically affected by COVID-19 as tourism and
business events. The motivation is to have a powerful, united, and
action-oriented body to act in a coordinated way for the sector.

The Task Force’s work is being advanced
by four distinct working groups:

  • Impact Assessment
  • Government Relations
  • Issues Management and Communications, and
  • Sector Recovery Strategy

The working groups are mandated to
focus on their area by first developing core objectives and tactics.  The working groups meet remotely on a weekly
basis and report up to the main Task Force on progress made. Given the
extremely dynamic situation, each working groups is evolving its objectives and
tactics and making sure to adapt whenever they can or should.

Impact Assessment

Focus is on estimating the impact of
COVID-19 on the industry, and to develop scenarios. They work with other
industry organizations that are also assessing impacts and customize where
necessary for the destination. Information is fed to the other working groups
to help inform their effort.

Government Relations

Focus is on keeping abreast of
government initiatives that may impact the sector, and to liaise with
government on the Task Force’s actions while advocating for the industry.
Government representatives also participate on the Task Force, helping expedite
information flow.

Issues Management and
Communications

Helps to inform all stakeholders of the
progress of the Task Force, while keeping abreast of local, regional and
national information. An important role of this group is to ensure issues are
identified and communicated quickly to those audiences relevant to the Task
Force, and across the working groups themselves.

Sector Recovery Strategy

A resource
where stakeholders can connect and collaborate and be ready for when recovery
begins. The group is be an information repository for industry as recovery
programs are being developed and will begin developing a business readiness
toolkit for industry operators.

We hope Vancouver’s example is helpful
as you develop your own structures to deal with the situation. You might want
to form a task force with no committees, or a task force with different
committees. The important advice here is to determine what areas need to be
addressed and divide up the work so that it does not become overwhelming to any
person or organization. Another important consideration is to have a structure
in place that provides for openness and transparency, while jointly holding
each accountable for actions to be undertaken. 
 To that end, it is essential that
task force members communicate the updates and findings of the effort to their
own stakeholders on an ongoing basis.  

We would like to thank Tourism
Vancouver and all their partners for sharing their approach with you. 


“If you want to go fast, go alone. If you want to go far, go together.”
African Proverb


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Advice: COVID-19 for destinations and convention bureaus Issue #2.

Published

GainingEdge Advisory Issue

Entrepreneur using video call conference on laptop to talk to colleague in startup office. Business man attending online teleconference meeting with person to discuss project and strategy.

COVID-19 and Destination Promoters

What do you do when the whole world is in crisis mode?

As COVID-19 is an officially declared pandemic, nowhere is immune. Our hearts go out for those that are suffering the worst, the people and the countries. At times like these, despair and resignation are understandable and normal human responses. Is it possible that, even out of something this bad, there could still be opportunity in adversity?

In our view, there is always opportunity in adversity, it is all about the response. Our advice is that there are ways that you can actually wrestle this situation into some positives:

  1. Win back the business you are going to lose
  2. Gain more credibility in the market
  3. Build a more united supplier community
  4. Improve your market intelligence
  5. Add to your sales pipeline through increased research
  6. Engineer more efficient processes
  7. Strengthen your esprit de corps
  8. Achieve faster business growth in the future
  9. Generate more local community understanding and support
  10. Bring your government on board like never before

Here is some perspective and advice we hope will be helpful to you in trying to achieve these things.

Time to Communicate – Really Well

At times like these it’s important to remember that you have multiple audiences and that they are all important. Your staff, board, business partners, local industry, government and the broader community as well as your customers need to be engaged.

When it comes to the local stakeholders, they will all want to feel consulted and listened to, kept up-todate and to be able to contribute to solutions moving forward. If you become communications central and the epicentre of the response planning then you are in a position to lead your team and your community towards achievement of the outcomes listed above.

What you should be saying to customers
The key drive for your communications right now should be about building credibility.

No amount of destination promotion is going to calm the fear. Saying that any destination is safe just isn’t credible. The assumption is the whole world is exposed and that the pandemic could spring up anywhere and everywhere. So, if your destination is currently safe, the real question on peoples’ minds will be, “for how long?”

Our advice is that there’s only one kind of communication right now that can really bring you value – communication designed to build your credibility among potential customers. Credibility is power. Use this time to build credibility more than trying to build interest in your destination. Then when the situation improves, you can leverage the credibility you’ve built and use it to immediate effect. Customers will be more predisposed to you because you’ve built more trust with them.

What is credible communication? Short, radically transparent, spin-free and to the point, such as:

  • What’s the COVD-19 situation in your destination and country?
  • What groups are cancelling?
  • What’s happening to visitor numbers and hotel occupancy rates?
  • How are flights being affected?
  • How is your government responding?

If the situation is bad, don’t attempt to hide or spin the facts. Share the facts. As a destination promoter, you’ll gain credibility when you do. And, in the current environment there’s really not much you can lose.

Then when things start improving give the same type of information. Groups are booking, visitor numbers and occupancies are going up, flights are returning. Because you were transparent, your customers will trust your information. Again, the trust you can build could be one of the most positive things you can derive from this whole situation.

Your Greatest Strategic Focus should be on Recovery

There are two fundamental principles of crisis management, mitigation and recovery.

Mitigation
Mitigation is what you do during the crisis to make things better. This should be thoroughly explored, but in the current reality there are limits to what you can do. For example, if groups are cancelling dates you won’t be able to convince them otherwise. The focus should be on getting them to reschedule. Turn a cancellation into a postponement or a rebooking when you can.

You should be working with your industry to develop a city-wide response to clients wanting to cancel or postpone their events. It’s in your destination’s interests to minimise the pain and to keep clients on side and more favourably disposed when in recovery mode.

Your industry can also provide you with data on business lost or affected. This will help you communicate effectively and also to develop a strong business case to government for crisis support.

While the mitigation phase is not likely to afford any short-term selling opportunities, it is a time when you can focus on building stronger client relationships for the future. Think of ways that you and your team can connect with current and potential clients in a way that is more personal and less business orientated.

Resist any pressure to make staff reductions, your team is your backbone. You are going to need all of them to help you manage your communications and stakeholder engagement efforts and to effectively plan for and then implement the recovery phase.

Rebound Strategy
Rebound is what you do once the crisis is over to recover what you’ve lost as quickly as possible. Your rebound strategy should be developed around restoring your business levels and recouping your losses. Here’s the calculation:

  1. What was our business trend line before the crisis?
  2. How has the crisis impacted that trend line and how much business did we lose?
  3. How much business will we need to secure to both restore our trend line and recover what we lost?

Keep in mind, many of your competitors will be doing the same thing. So, what do you do to stay ahead of the pack?

Engage your local stakeholders
When everyone else is panicking, true leaders emerge. If you are leading your destination, you need to get your stakeholders in a room and help them to work with you to find solutions. They should be part of your
brainstorming on your communications, mitigation and rebound strategies.

A crisis is probably the most opportune time to get your stakeholders working more cooperatively. Leverage that sense of common purpose to build an even stronger and more united supplier community – another lasting positive outcome that you can take from this crisis.

Refocus your team’s energies to best effect
You and your team will likely be spending less time servicing and selling these days. As an example, we all recently lost the opportunity to promote our destinations at IMEX. So, what do we do instead? Think about it, just traveling and participating in a show like IMEX is effectively a week of time, or more. How many people did you have going and how many people-weeks can you now reinvest?

During the depths of this disruption, you may find that customers are less interested in talking, even if you are focusing on events that are years or more into the future. So, what can salespeople do when they aren’t selling? They can be preparing themselves better to sell more efficiently when things improve.

Now is a good time to strengthen and build your client database. Research and prioritise accounts. You could also take a pause and have your team get creative on engineering a better future. When the time comes and markets start to move again, have a plan and new creative approaches for how your team is going to do things faster, better and more successfully.

Address your resource needs
COVID-19 is a wake-up call for policy makers. They too are human, and they take things for granted until times get tough. Most destinations are losing business, and that becomes news the policy makers notice. Our industry is front of mind right now and they are feeling our pain. Your rebound strategy should be developed into a business case for one-off “recovery funds” that you request. Governments typically shun requests for new recurring funding, but are often more open to requests for special, non-recurring funding. They are looking to provide funding that tells the story of them addressing the business loss from this crisis. Their pocketbooks will be open and you need to give them a plan soon with numbers and an ROI analysis.

Hopefully, the world will get past this soon. In the meantime, you can use this difficult time to focus on getting stronger, a focus which will pay dividends far into the future.

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What do you when the whole world is in crisis mode?

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2019 Competitive Index Offers Free Tool for Destination Benchmarking

PRESS RELEASE Global convention industry consulting firm, GainingEdge, has released its second annual Competitive Index of international convention destinations.  The 2019 edition extends the listing to the world’s top 103 cities – those which have hosted 82 or more international conventions over the past three years as reported by the International Congress & Convention Association… Continue reading 2019 Competitive Index Offers Free Tool for Destination Benchmarking

Published

MeetDenmark Global Outreach Study Findings

MeetDenmark has released portions of a new study showing that while most associations and destinations are focused on improving meeting legacies, they have differing views of just what legacy is and how to go about achieving it.

Perspectives: Association Meetings Can Greatly Benefit Local Communities

Source: CEI, posted 3 May 2019

Association meetings have the ability to exchange knowledge not just among delegates, but also among local communities. According to Jane Vong, senior manager, Asia, for meetings industry advisors GainingEdge, groups travelling to a destination for association meetings should make use of their skills and knowledge by passing them down to local communities.

For instance, if thousands of experts have flown into a destination for a large cybersecurity event, they could go into schools to educate kids on being safe on the internet. These work especially well with meetings where objectives and goals are clear, and often point towards raising awareness within an industry.

“There’s a lot of opportunity for the local host to leverage groups while they’re there. These are the golden opportunities that are lost – and if you can do that, you enhance the impact even greater,” said Vong.

“It doesn’t cost a lot of effort or money. And it gives a big impact on the kids who receive this knowledge. These kind of programmes improve the organisation’s PR image, and they can use it as a management tool to inspire their staff.”

Vong cites another example of when GainingEdge conducted research around a Rehabilitation International congress in Edinburgh to promote disability issues. “The congress went to Edinburgh and the vision of this congress was to spread awareness about universal access. The local host wanted to make sure that by hosting this congress, it wasn’t just about the economic impact but it can also be a catalyst for change in the city,” said Vong.

In the lead-up to the event, the local hosts managed to introduce an accessibility audit for the city and learned about best practices around disability tourism. As a result of that, “the congress was successful, and everybody was happy”, according to Vong.

“The city became more ready to welcome people with disabilities. And at the same time, they discovered the potential of accessible tourism. For them, it wasn’t just about inclusivity, it was also a business opportunity,” she said.

Another benefit of meetings in a local city is the ability to reach out to local communities who may not be able to afford to fly out for international congresses. “If a conference goes to New York, for instance, how many people have the opportunity to go to New York? If a conference comes to a local city, the community can gain knowledge and professional development when the event comes,” said Vong.

“The second thing is when the conference comes to the city, the locals have the opportunity to showcase their expertise. They can be speakers, they can be moderators, they can be facilitators. Give them a chance to be on an international platform with their peers and show off what thay have. And that’s the power of conferences.”

Events don’t just have the benefit of thousands of experts flying into a city at once, it also has the unique ability to impact local communities long after the event has finished.

“After the group has left, there’s plenty you can do to leverage the fact that they came. How can you optimise it post-event? I don’t think there’s enough thought put into it,” said Vong.

“Using the Edinburgh example, after the event is done, they started a tourism action group to produce brochures about how to make the city more accessibly, and they used input from the experts who came. After the event, the legacy lives on.”

One challenge associations or local hosts may face is the lack of local knowledge or resources to customise programmes for local communities. To combat that, Vong says these should ideally be arranged pre-event with the local DMC or bureau, who will be able to direct associations to communities they can help.

Association meetings have the ability to exchange knowledge not just among delegates, but also among local communities. According to Jane Vong, senior manager, Asia, for meetings industry advisors GainingEdge, groups travelling to a destination for association meetings should make use of their skills and knowledge by passing them down to local communities.

Read more at: https://www.campaignasia.com/article/association-meetings-can-greatly-benefit-local-communities-gainingedge/451439

Published

Perspectives: You Can Make a Difference Too

Source: TTG Asia, posted 9 January 2019

Businesses and associations are increasingly incorporating a corporate social responsibility (CSR) element in their meetings and events programmes.

One of my favourite examples is by the International Congress and Convention Association (ICCA), which has for years substituted speakers’ gifts at its annual congress and General Assembly with a financial donation to a charitable organisation selected by the Local Host Committee.

At its last two congresses in Prague and Dubai, a Fun Walk N Run was also organised for delegates who wanted to explore the city in a quick and fun way while taking the opportunity to offer a small financial donation to a local NGO. It was a great way to connect with other like-minded ICCA delegates and to start the day on an energetic note.

It is amazing how fast friendships can form this way.

Simultaneously, a grassroots project, ICCA Members Gift of Love (ICCA Members GOL), encourages delegates to bring a small gift with them to the congress. Since 2013, ICCA delegates have contributed wheelchairs, books, puzzles, children’s shoes, toys and spectacle frames to various NGOs around the world.

Past ICCA Members GOL partners include Local Host Committees and their selected charities – the Shanghai International Communication Center for The Disabled, China (2013); Losev Foundation for Children with Leukemia, Turkey (2014); Haciendo Camino, Argentina (2015); Malaysian Librarians Association Sarawak Chapter, Malaysia (2016); SOS Children’s Village, Czech Republic (2017); and Noor Dubai Foundation, the UAE (2018).

While everyone enjoys receiving gifts, even more people enjoy giving. I have seen how enthusiastically and carefully my fellow ICCA delegates have selected their gifts. Co-workers, mothers and neighbours have been recruited to expand the gift collection network as much as last-minute purchases at airports; with some even lovingly packed with a gift card and the warmest wishes.

Recently I participated in MICECON 2018, organised by the Tourism Promotions Board Philippines (TPB) in the city of Bacolod. Participants at this biennial national conference on business events – the sixth edition in 2018 – were encouraged to bring with them a small essential item in their suitcase. It could be a towel, blanket, children’s book or notebook with pen. These items were for the Holy Infant Nursery Foundation and the Bacolod Girls’ Home Foundation.

In addition, TPB worked with city officials – mayor Evelio “Bing” Leonardia and his team – and two food manufacturers which produce Bacolod’s famous delicacy, piaya (an unleavened flatbread). Tapping into the Philippines’ pasalubong culture or the practice of bringing home a food gift, the two food manufacturers Merczi and BongBong’s offered a percentage of their sales to the above-mentioned charities when any MICECON delegate produced his/her badge during purchase.

This was done not only at the factory outlets which were part of the pre-conference tour, but also at selected outlets around the city.

I was struck by the simple ingenuity of the organiser and its partners, and had no doubt that the two charities enjoyed a small boost in funding with the help of MICECON delegates who brought back their pasalubong to their families and work colleagues.

We do not need to try to save the whole world. If our conscious actions as an events organiser or a delegate can make a difference to just one individual, this is as good a start as any.

As part of the business events industry, we are a privileged community. Our work includes travel to exotic locations for learning, networking and business or partnership opportunities, and where the host communities welcome us so warmly and with such great hospitality. Doing good and giving back to the locals are just small ways of saying thank you and paying it forward.

We can make a difference.


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Jane Vong Holmes is senior manager – Asia of GainingEdge, a consultancy specialising in the business events industry. She has co-authored two UNWTO publications on the Asian meetings industry and various destination market studies. She is an ardent advocate for giving back to communities through conventions and events. Most recently, she recently released a joint-report on universal accessibility in the meetings industry.

More association and business events are setting good CSR examples by weaving opportunities for their delegates to do good, observes Jane Vong Holmes

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Designing your Destination’s Future

PRESS RELEASE

 

11 July 2017, Vancouver

Designing your Destination’s Future

With thousands of destinations pursuing the social and economic benefits of tourism, a powerful new axiom is emerging. “Sustainable and enduring tourism and conventions no longer happen solely by great marketing and geographic good fortune. They must be designed with a broad perspective focused on the entire visitor experience in the destination,” said Paul Vallee, Executive Consultant-Americas of GainingEdge.

“While a marketing plan is focused on ways to communicate with customers, a master plan is concerned about developing exceptional experiences when your customer is in your destination. Master plans focus on such things as infrastructure and product”.

Vallee went on to emphasize that to do this successfully, it will require the strategic alignment and ongoing engagement among industry, community, and marketplace stakeholders for the destination brand and experience to flourish.  Vallee has extensive experience managing complex organisations, strategic planning with diverse stakeholders and destination master planning.   GainingEdge has worked on several projects with InterVistas Consulting (IVC) which served as project lead on Destination Master Plans for Birmingham (USA), and Denver (USA). Vallee who is based in Vancouver, Canada will soon begin a similar project, again collaborating with IVC, in Fort Worth, Texas.

“Visionary destinations are quick to realise that they need a long-term direction for its tourism and business events sector, a shared path for stakeholders to follow on for the next 10 years and beyond,” agreed Gary Grimmer, CEO of GainingEdge. “One of our first related projects was Rethink Vancouver where Paul, at that time, was our Tourism Vancouver client. In that project, GainingEdge worked with Tourism Vancouver on a high level framework that culminated in a comprehensive Tourism Master Plan for Vancouver.” Since then, among others, GainingEdge has been part of Madison, Wisconsin’s (USA) planning efforts.

You can read more and gain insights into Destination Master Planning here. – ends

Media enquiries:

Gary Grimmer, +61 419 561 635 (Australia)

Paul Vallee, +1 604 368 3220 (Canada)

Paul Vallee Photo

Paul ValleeWith thousands of destinations pursuing the social and economic benefits of tourism, a powerful new axiom is emerging. “Sustainable and enduring tourism and conventions no longer happen solely by great marketing and geographic good fortune. They must be designed with a broad perspective focused on the entire visitor experience in the destination,”

Published