The Event Industry by Christina Kakadelis

1. Planning/Producing MEEC Gatherings (Chapter 9)

1.1. Intro

1.1.1. Understand needs of group

1.1.1.1. Who are they?

1.1.1.2. Why are they throwing this event?

1.1.1.3. Why here?

1.2. Setting Objectives

1.2.1. Creating Meeting/Event Objectives

1.2.1.1. Determine the purpose of the event

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

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

1.2.1.4. Annual Meetings

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

1.2.1.5. Planning must begin months in advance

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

1.2.1.7. ROI is important and the driving force

1.3. Importance of Education

1.3.1. Professional Certifications

1.3.1.1. Continuing Education Units

1.3.1.2. Continuing Medical Education

1.4. Needs Analysis

1.4.1. Keep a group history

1.4.2. Helps future events get planned better

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

1.5. Developing SMART Objectives

1.5.1. Smart

1.5.1.1. One concept for each objective

1.5.2. Measurable

1.5.2.1. Quantifiable goals

1.5.3. Achievable

1.5.3.1. Is it within reason?

1.5.4. Relevant

1.5.4.1. Are the objectives related to the company?

1.5.5. Time

1.5.5.1. Create a timeline for completion

1.6. Site Selection

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

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

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

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

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

1.6.6. International Association of Conference Centers

1.6.7. Meeting space available?

1.7. Request for Proposal

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

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

1.7.3. After selection comes negotiations

1.8. Budget Concerns

1.8.1. Establish Financial Goals

1.8.1.1. Planned for profit?

1.8.1.1.1. Break Even

1.8.1.1.2. Make Profit

1.8.1.1.3. Deficit

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

1.8.2. Identify Expenses

1.8.2.1. Indirect Cost

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

1.8.2.2. Fixed Cost

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

1.8.2.3. Variable Cost

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

1.8.3. Identify Revenue Sources

1.8.3.1. How is this event going to make money?

1.8.3.2. Ads, marketing

1.8.3.3. Partnering with other companies

1.9. Cost Control

1.9.1. Signing Authority

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

1.9.2. Guarantee

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

1.10. Control in MEEC

1.10.1. Designing the Evaluation

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

1.10.1.2. Timing effects how drawn out the questionnaire can be

1.11. Program Implementation

1.11.1. Types

1.11.1.1. General/Plenary Session

1.11.1.1.1. Used to speak to all attendees at one time

1.11.1.1.2. Introduces speakers, important people in event

1.11.1.1.3. Lasts about an hour

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

1.11.1.2. Concurrent Session

1.11.1.2.1. More educational

1.11.1.2.2. May also take a group panel form

1.11.1.2.3. Lasts about an hour

1.11.1.3. Workshop/Breakout Sessions

1.11.1.3.1. Intimate

1.11.1.3.2. May learn more specifics about event

1.11.1.3.3. 150 or less people

1.11.1.4. Roundtable Discussion Groups

1.11.1.4.1. Interactive

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

1.11.1.5. Poster Sessions

1.11.1.5.1. Intimate

1.11.1.5.2. Used mostly at medical or academic events

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

1.11.2. Content

1.11.2.1. Track

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

1.11.2.2. Levels

1.11.2.2.1. Differentiating between different skill levels

1.11.2.2.2. Content is catered to the learning curve

1.12. Session Scheduling

1.12.1. Timing is everything

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

1.12.3. Don't expect too much of people

1.13. Refreshment Breaks/Meal Functions

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

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

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

1.14. Speaker Arrangements

1.14.1. Volunteer Speakers

1.14.1.1. Pros

1.14.1.1.1. Little to no expense

1.14.1.1.2. Very knowledgeable

1.14.1.1.3. Popularity increases guests

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

1.14.1.2. Cons

1.14.1.2.1. May not be entirely prepared for the event

1.14.1.2.2. May not feel entirely comfortable presenting

1.14.1.2.3. May abuse power for own gain

1.14.2. Paid Speakers

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

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

1.14.3. Speaker Guidelines

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

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

1.14.3.3. Inform them of the purpose of the event

1.15. Audiovisual Equipment

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

1.15.2. Let speakers know what technology will be available

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

1.16. Managing Speakers On Site

1.16.1. Ancillary Activities

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

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

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

1.16.1.4. Attractions can be distractions

1.17. Registration

1.17.1. Registration

1.17.1.1. Process of gathering fees and information

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

1.17.1.3. Allow companies to purchase ads

1.17.2. Registration Fees

1.17.2.1. Different attending companies may pay different prices

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

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

1.17.3. Preregistration

1.17.3.1. Attendees can register months in advance

1.17.3.2. Early bird discount is major incentive

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

1.17.4. On-Site Registration

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

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

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

1.18. Housing

1.18.1. Four Methods

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

1.18.1.2. Group rate at a specific hotel

1.18.1.3. Book through meeting planner

1.18.1.4. Outsource

1.18.2. Room Block

1.19. Meeting/Event Specification Guide

1.19.1. APEX Initiative

1.19.1.1. Standardizing resumes and other business practices

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

1.19.2.1. Narrative

1.19.2.1.1. Overview of event

1.19.2.2. Function Schedules

1.19.2.2.1. Timeline of all pieces that make up overall puzzle

1.19.2.3. Function Set Up Orders

1.19.2.3.1. Specifications for the each of the different functions

1.20. Pre-/Post-Con Meetings

1.20.1. Pre-con

1.20.1.1. Should occur a day or two before the event

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

1.20.1.3. Spec Guide is distributed and reviewed

1.20.2. Post-con

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

1.20.2.2. Smaller meeting than pre-con

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

1.21. Future Trends

1.21.1. ROI will become more important

1.21.2. WOW factors are increasing trend

1.21.3. Technology will have an ever expanding role

1.21.4. More outsourcing from companies

2. Food and Beverage (Chapter 10)

2.1. Intro

2.1.1. Caterer

2.1.1.1. Food service vendor

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

2.2. Catered Events

2.2.1. On-premise

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

2.2.1.2. More permanent

2.2.1.3. Meeting planners are forced to choose this catering company

2.2.2. Off-premise

2.2.2.1. Create RFP

2.2.2.2. Outsourced to DMCs

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

2.2.2.4. Are the meals appropriate for the group?

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

2.3. Style of Service

2.3.1. Buffet

2.3.1.1. Arranged on tables

2.3.1.2. Guests serve themselves

2.3.1.3. NO portion control

2.3.2. Attended Buffet/Cafeteria

2.3.2.1. Served by an employee

2.3.2.2. More elegant

2.3.3. Combo Buffet

2.3.3.1. Cheap items are served buffet style

2.3.3.2. Expensive items are served by server for portion control

2.3.4. Action Stations

2.3.4.1. Food freshly prepared

2.3.4.2. Set up like attended buffet

2.3.5. Reception

2.3.5.1. Light foods

2.3.5.2. Stand

2.3.5.3. Serve themselves

2.3.5.4. Finger or fork food is acceptable

2.3.6. Family Style/English Service

2.3.6.1. Seated

2.3.6.2. LArge serving platters are passed around

2.3.6.3. Very expensive

2.3.7. Plated/American Style

2.3.7.1. Seated

2.3.7.2. Food is pre-portioned

2.3.7.3. Food served on left, beverages served from right

2.3.7.4. Food/beverage removed from right

2.3.7.5. Most efficient

2.3.8. Preset

2.3.8.1. Some foods are already there when they arrive

2.3.9. Butler Service

2.3.9.1. Butlers carry around hors d'oeuvres

2.3.10. Russian Service

2.3.10.1. Banquet

2.3.10.1.1. Fully prepared in kitchen, then served from platters

2.3.10.2. Restaurant

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

2.3.11. Banquet French

2.3.11.1. Platters assembled in kitchen then served

2.3.12. Cart French

2.3.12.1. Usually small VIP functions

2.3.12.2. Food prepared table side

2.3.13. Hand Service

2.3.13.1. One server for every two guests

2.3.13.2. Wear white gloves

2.3.13.3. Food pre-plated

2.3.13.4. Everyone is served synchronized

2.3.14. A La Carte

2.3.14.1. Must choose from a list

2.3.15. Waiter Parade

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

2.3.16. Mixing

2.3.16.1. Change styles during meal

2.4. Menus

2.4.1. Change is necessary

2.5. Patterns

2.5.1. General Guidelines

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

2.5.1.2. Smaller rooms = less consumption

2.6. Menu Restrictions

2.6.1. Vegetarians, lacto-ovos, vegans

2.6.2. Dietary issues should be well thought out

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

2.7. Food and Beverage Attrition

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

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

2.8. Amenities or Gifts

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

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

2.9. Beverage Events

2.9.1. Reasons

2.9.1.1. Socializing

2.9.1.1.1. Allows people to loosen up

2.9.1.1.2. More relaxed

2.9.1.2. Networking

2.9.1.2.1. Look for new jobs/business ventures

2.9.2. Categories of Liquor

2.9.2.1. Well Brands

2.9.2.1.1. Bottom shelf, house liquors

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

2.9.2.2. Call Brands

2.9.2.2.1. Name recognizable

2.9.2.2.2. Midrange price

2.9.2.3. Premium Brands

2.9.2.3.1. High-quality expensive

2.9.3. How Beverages are Sold

2.9.3.1. By the Bottle

2.9.3.1.1. Planner pays for all bottles opened

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

2.9.3.2. By the Drink

2.9.3.2.1. Planner/host is charged for each drink

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

2.9.3.3. Per Person

2.9.3.3.1. More expensive for planner

2.9.3.3.2. Costs are known up front

2.9.3.3.3. $ per person x amt. guesrs

2.9.3.4. Charge per Hour

2.9.3.4.1. Higher cost for first hours

2.9.3.5. Flat-Rate Charge

2.9.3.5.1. Pays a simple flat-rate

2.9.3.5.2. Cost varies based on number of attendees

2.9.3.6. Open Bar

2.9.3.6.1. Guests pay for nothing, host sponsors it

2.9.3.6.2. Guests drink more because its free

2.9.3.7. Cash Bar

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

2.9.3.8. Combo Bar

2.9.3.8.1. Purchase tickets but also have an enforced limit

2.9.3.9. Limited Consumption Bar

2.9.3.9.1. Price by drink

2.9.4. Labor Charges

2.9.4.1. Extra charges for bartenders and wait staff

2.9.4.2. Able to negotiate

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

2.10. Hospitality Suites

2.10.1. Types

2.10.1.1. Morning

2.10.1.1.1. Continental breakfast

2.10.1.2. Afternoon

2.10.1.2.1. Snacks/sodas

2.10.1.3. Evening

2.10.1.3.1. Liquor and snacks

2.10.2. Be aware of local liquor laws

2.11. Rooms

2.11.1. Setups

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

2.11.1.2. Includes tables, chairs, etc.

2.11.2. Rental Charges

2.11.2.1. Some charges can be waived depending

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

2.11.3. Space Requirements

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

2.11.3.2. Check with fire marshall

2.11.4. Service

2.11.4.1. Requirements

2.11.4.1.1. Determine how many guests per one waiter

2.11.4.1.2. Have a supervisor constantly in the dining room

2.11.4.2. Cocktail Servers

2.11.4.2.1. Limited in what they can carry

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

2.11.4.3. Service Timing

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

2.11.5. Tablescapes

2.11.5.1. Centerpieces shouldn't block the view straight across

2.11.5.2. Make decorations relevant

2.12. Future Trends

2.12.1. Green Practices

2.12.2. Focus on interesting food

2.12.3. Local is very popular

2.12.4. Minimalism

3. Legal Issues in MEEC Industry (Chapter 11)

3.1. Negotiations

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

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

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

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

3.1.5. The negotiator should be knowledgeable about the event space

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

3.1.7. Rack Rates

3.1.7.1. Hotel sleeping room rate

3.1.8. Yield Management

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

3.2. Contracts

3.2.1. Contract

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

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

3.2.2. Parol Evidence

3.2.2.1. Used when the wording in the contract is confusing

3.2.2.2. Handwritten holds more weight than printed

3.2.2.3. Cancellation can be very diffciult

3.2.3. Attrition

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

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

3.2.4. Cancellation

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

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

3.2.5. Termination

3.2.5.1. Force Majeure

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

3.2.5.2. A standard contract is an up and coming possibility

3.2.6. Dispute Resolution

3.2.6.1. Disputes can end up in court

3.2.6.2. Arbitration

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

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

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

3.3. Risk Management

3.3.1. Risk? Risk Management?

3.3.1.1. Stages of Risk Management

3.3.1.1.1. Preparation

3.3.1.1.2. Mitigation

3.3.1.1.3. Response

3.3.1.1.4. Recovery

3.3.2. Effects on Meetings

3.3.2.1. Preparedness/Mitigation

3.3.2.1.1. Contracts

3.3.2.1.2. Insurance

3.3.2.1.3. Security

3.3.2.2. Response

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

3.3.2.3. Recovery

3.3.2.3.1. Workers' Comp

3.3.2.3.2. Comprehensive General Liability

3.3.2.3.3. Association Professional Liability

3.3.2.3.4. Event Cancellation

3.3.2.3.5. Exhibitors Liability

3.4. Americans with Disabilities Act

3.4.1. Disability

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

3.4.2. Guidelines for Addressing ADA

3.4.2.1. Clear, comprehensive mandate for elimination of discrimination

3.4.2.2. Enforceable standards

3.4.2.3. Federal governemt has a role in enforcing this

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

3.5. Intellectual Property

3.5.1. Recording

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

3.6. Labor Issues

3.6.1. Hourly employees only get overtime

3.6.2. Avoid overtime with compensatory time off

3.6.3. Professional, executive, administrative exemptions

3.7. Ethics in MEEC

3.7.1. Ethical issues are directly related with personal conduct

3.8. Supplier Relations

3.8.1. Gifts/privileges? Should they be allowed

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

3.9. Future Trends

3.9.1. Geographic issues by region vary

3.9.2. Maturation of developing countries

3.9.3. Who has the upper hand?

3.9.4. Attrition penalties

3.9.5. Standardization of contracts

3.9.6. Competent legal advice

4. Technology and the Meeting Professional (Chapter 12)

4.1. Before Event/Conference

4.1.1. Virtual Selection/Research

4.1.1.1. Online RPFs

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

4.1.1.2. Virtual Tours

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

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

4.1.2. Meeting Industry Professionals/Portals

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

4.1.2.2. Some CVBs are difficult to locate with a URL

4.2. Marketing and Communication

4.2.1. Web Sites/Strategic Communications

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

4.2.2. Event Web Sites

4.2.2.1. Need to be clear/concise

4.2.2.2. Who, What, Where, When, Why

4.2.2.3. Get the information out there early

4.2.3. Web 2.0 and Social Media

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

4.2.3.2. Social Media

4.2.3.3. RSS

4.2.3.3.1. Really Simple Syndication

4.2.3.3.2. Web site that collects infor on a specific topic

4.2.3.4. Blogging

4.2.3.4.1. Two-way medium

4.2.3.4.2. Anyone can start a blog

4.2.3.5. Podcasting

4.2.3.6. Viral Video

4.2.3.7. Event Wikis

4.2.3.8. E-Blasts

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

4.2.3.8.2. Don't send too mahy

4.2.3.8.3. What's in it for me?

4.2.3.8.4. Keep it simple

4.2.4. Room Design Software

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

4.2.5. Selling the Show Floor

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

4.2.6. Online Registration

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

4.2.6.2. Online services add an extra expense

4.2.7. Desktop Applications

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

4.3. During the Event

4.3.1. Set up Infrastructure

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

4.3.2. Bandwith

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

4.3.2.2. Talk to IT department

4.3.3. Wired vs. Wireless

4.3.3.1. Wireless signal is public areas is a nice touch

4.3.3.2. Wired access may be available in guest rooms

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

4.3.4. Digital Recording/Streaming

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

4.3.4.2. Have IT people on hand

4.3.5. To VoIP or Not to VoIP?

4.3.5.1. Voice over Internet Protocol

4.3.5.2. May have charges associated

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

4.3.6. NFC and RFID

4.3.6.1. Near Field Communications

4.3.6.2. Radio Frequency Identification

4.3.6.3. Mainly used for interactive nametags

4.3.7. Interactive Nametags/Networking Devices

4.3.7.1. CEU Tracking

4.3.7.1.1. Continuing education units

4.3.7.1.2. May be required for certification

4.3.7.1.3. Mostly prominent in medical/science fields

4.3.7.2. Interactive Message Centers

4.3.8. Lead Retrieval Systems

4.3.8.1. Used to capture customer information

4.3.8.2. Name tags can interact with exhibits/ID badges

4.3.9. Audience Response/Speaker Interaction

4.3.9.1. Expensive to actually put on

4.3.9.2. Live voting polls allow for audience participation

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

4.3.10. Attendee Blogs and Tweets

4.3.10.1. Providing wifi encourages attendees to participate on social media

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

4.3.11. Mobile Technology/Mashups

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

4.3.12. Mashups

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

4.4. Post-Conference Technology Applications

4.4.1. Evaluations/Surveys

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

4.4.2. Marketing the Media

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

4.4.2.2. Will planners charge for online attendance?

4.5. Virtual Gatherings

4.5.1. Webinars

4.5.1.1. Short burst of training, 15-20 minutes

4.5.1.2. Max attendees?

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

4.5.1.4. Videoconferencing is more expensive, but allows for interaction

4.5.2. Second Life

4.5.2.1. Free service, but in game purchases available

4.5.2.2. Growing more and more popular

4.5.3. Virtual Trade Shows

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

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

4.6. Future Trends

4.6.1. Phones are more and more important

4.6.2. Twitter gains popularity for events

4.6.3. Increase in virtual spaces

5. Green Meetings and Social Responsibility (Chapter 13)

5.1. Why Go Green?

5.1.1. Economic

5.1.1.1. Overall, making the change saves the company money

5.1.1.2. Also, decreases the amount of waste produced

5.1.1.3. Technology is better than printed materials

5.1.2. Social

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

5.1.2.2. Triple Bottom Line

5.1.2.2.1. People, Planet, Profit

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

5.2. Opportunities to Go Green

5.2.1. Standards

5.2.1.1. Make the environment a large concern in the comany

5.2.2. Technology

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

5.2.3. Local Destinations

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

5.2.4. Three Rs

5.2.4.1. Reduce, Reuse, Recycle

5.2.5. Volume

5.2.5.1. Buy in bulk

5.2.6. Eat Locally

5.2.6.1. Purchase from local farms crops that are in season

5.2.7. Nature

5.2.7.1. Decorate with what's found in nature

5.2.8. Paper

5.2.8.1. Choose a sustainable form of paper

5.2.9. Save Energy

5.2.10. Information is Power

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

5.2.11. Sources

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

5.3. Greenwashing

5.3.1. Definition

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

5.3.2. Identifying

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

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

5.3.2.3. Vague

5.3.2.4. Irrelevant information provided

5.3.2.5. Lies about certification

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

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

5.3.3. Preventing

5.3.3.1. Be knowledgeable and not afraid to ask questions

5.3.3.2. Back of house tour

5.4. Green Meeting Standards

5.4.1. ASTM/APEX Standards

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

5.4.1.2. Certification in Green Meetings & Events

5.4.2. Industry Certifications

5.4.2.1. Accommodations

5.4.2.2. Catering

5.4.2.3. Decor

5.4.2.4. Logistics

5.4.2.5. Promotional

5.4.2.6. Transportation

5.4.2.7. Venues

5.5. Evaluating Efforts

5.5.1. Carbon Footprint Calculator

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

5.5.1.2. Allows planner to create green travel options

5.5.2. City Scorecard

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

5.6. Green vs. Sustainability

5.6.1. Green

5.6.1.1. Doesn't really worry about long term effects

5.6.1.2. Specific to product or service

5.6.2. Sustainability

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

5.6.2.2. Going green happens because of sustainable practices

5.7. Future Trends

5.7.1. More green practices incorporated into events

5.7.2. Accountability

5.7.3. Calculate the cost/benefit of going green

6. International Aspects in MEEC (Chapter 14)

6.1. MEEC Varies Globally

6.1.1. Europe

6.1.1.1. Originally began with farmers and craftsmen

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

6.1.1.3. Industrial base helped to create magnificent event facilities

6.1.1.4. Germany is center of the event industry in Europe

6.1.1.5. Italy has a hold on the fashion capital

6.1.1.6. Eastern Europe is growing increasingly popular with destinations

6.1.2. Asia

6.1.2.1. Focuses mostly on high technology

6.1.2.2. Sponsored by trade organizations and governments

6.1.2.3. Taiwan and Singapore lead Asia

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

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

6.1.3. Africa

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

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

6.1.4. Middle East

6.1.4.1. Mostly concentrated in Dubai and Abu Dhabi

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

6.1.4.3. Large market for consumer goods

6.1.5. Latin America

6.1.5.1. There are growing convention centers in larger cities

6.1.5.2. Entertainment facilities are popping up as well

6.2. Ownership, Sponsorship, Management Models

6.2.1. Professional Congress Organizer (PCO)

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

6.2.1.2. PCOs charge a flat fee

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

6.3. World Trade Centers Associations

6.3.1. Not-for-profit

6.3.2. Brings together businesses and government agencies

6.3.3. Mostly include exhibition centers

6.4. International MEEC Considerations

6.4.1. Lessons Learned

6.4.1.1. Excellence of Infrastructure

6.4.1.1.1. Very few American facilities are on par with Germany

6.4.1.1.2. Public transportation is lacking in America

6.4.1.2. Logistics

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

6.4.1.2.2. Shipping of products needs to be discussed

6.4.1.3. Support Organizations

6.4.1.3.1. Not put on the front burner in American facilities

6.4.1.3.2. Other parts of the world utilize world trade organizations

6.4.2. Methods of Exhibiting

6.4.2.1. Sponsorship

6.4.2.2. Organize a pavilion

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

6.4.3. Terminology

6.4.3.1. Need to understand important words in other languages

6.4.4. Contractual/Procedural Issues

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

6.4.4.2. Follow contracts closely

6.4.5. Customs Clearance

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

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

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

6.4.6. Protocol

6.4.6.1. Understand other country's cultural norms

6.4.6.2. Never safe to assume that all attendees speak English

6.4.6.3. Be aware of negative gestures in other cultures

6.4.7. Whether to Participate

6.4.7.1. Does the cost outweigh the benefits?

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

6.4.7.3. Can the audience afford to get there?

6.5. Trade Fair Certification

6.5.1. Created by US Department of Commerce

6.5.2. Designed to promote US products abroad

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

6.6. Future Trends

6.6.1. Expansion of MEEC industry into Africa/Middle East

6.6.2. Environmental factors cause ripple effects

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

7. Putting it all Together (Chapter 15)

7.1. The Association

7.1.1. Goals

7.1.1.1. Review past evaluations to prepare for the next one

7.1.1.2. Focus on overall mission statement for the company

7.1.1.3. ROI can be measured by creating objectives

7.1.2. Budget

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

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

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

7.1.2.4. Audio Visual company

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

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

7.1.3. Income

7.1.3.1. Income comes from registration fees

7.1.3.2. Exhibitors are largest profit maker

7.2. Request for Proposal

7.2.1. Collect proposals from hotels who are interested

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

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

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

7.3. First Site Inspection

7.3.1. Day One

7.3.1.1. Driving tour of the city

7.3.1.2. Meet with DMC

7.3.1.3. Visit hotel/sample food and beverage options

7.3.2. Day Two

7.3.2.1. Meet with people at the convention center

7.3.2.2. Meet with contacts/hotels

7.3.2.3. Learn about state labor laws

7.3.3. Day Three

7.3.3.1. Judge the quality of service at the hotel

7.4. Second Site Inspection

7.4.1. Day One

7.4.1.1. Sign contracts

7.4.1.2. Meet with hotel/convention staff

7.4.2. Day Two

7.4.2.1. Look for VIP areas

7.4.2.2. Make contacts

7.4.2.3. Spend time planning the event

7.4.3. Day Three

7.4.3.1. Discuss needs for the day of the event

7.4.3.2. Meet with audiovisual

7.5. Marketing Committee

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

7.5.2. Determine where the ads will be placed

7.5.3. Plan how things will be advertised during the event

7.5.4. Responsible for press related activities

7.6. Creation of Program

7.6.1. Determine how the event will take place

7.6.2. Use DMCs or not?

7.6.3. Key speakers?

7.7. Partnerships

7.7.1. Contracts

7.7.1.1. Have a contract for ever service and service provider

7.7.1.2. Review each contract

7.8. One-year to Six-Month Countdown

7.8.1. Meeting Time Line

7.8.2. Solidify speakers and sponsors

7.8.3. Finalize floor plan for the trade show

7.9. Six Months to Day of Meeting

7.9.1. Month Five

7.9.1.1. Send reminders to speakers

7.9.1.2. Finalize marketing

7.9.1.3. Create work schedule

7.9.2. Month Four and Three

7.9.2.1. Monitor registration

7.9.2.2. Make sure everything with room bookings is going alright

7.9.3. Month Two

7.9.3.1. Return to host city

7.9.3.2. Meet with contacts

7.9.3.3. Do property walks

7.9.4. Month One

7.9.4.1. Approve press releases

7.9.4.2. Keep back up plans up to date

7.9.5. Premeeting Activities

7.9.5.1. Arrive in city

7.9.5.2. Walk-through/potential troubleshooting

7.9.5.3. Set up rooms

7.9.6. Meeting Day Activities

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

7.10. After the Meeting

7.10.1. Immediate Activities

7.10.1.1. Congratulate team on hardwork

7.10.2. Two-Month Activities

7.10.2.1. Review stats and evaluations

7.10.2.2. Begin report for executive director

7.10.2.3. ROI

7.10.2.4. Begin planning for next event

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

9. Introduction (Chapter 1)

9.1. Intro

9.1.1. MEEC Industry

9.1.1.1. Meetings

9.1.1.2. Expositions

9.1.1.3. Events

9.1.1.4. Conventions

9.2. APEX

9.2.1. Definition

9.2.1.1. Accepted Practices Exchange

9.2.2. Brought together to create established practices for the industry

9.2.3. Provides Documentation For:

9.2.3.1. Glossary

9.2.3.2. Event Specification Guide

9.2.3.3. Request for Proposal Forms (RFP)

9.2.3.4. Housing and Registration Accepted Practices

9.2.3.5. Contracts

9.2.3.6. Post-Event Report

9.2.3.7. Meeting and Site Profile

9.3. Meeting?

9.3.1. Gathering for a purpose

9.3.1.1. Exposition/Exhibition

9.3.1.1.1. Visit exhibits on the show floor

9.3.1.2. Event

9.3.1.2.1. Several different, but related functions

9.3.1.3. Convention

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

9.3.1.4. Trade Show

9.3.1.4.1. Targeting a specific market, not open to public

9.3.1.5. Seminar

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

9.3.1.6. Workshop

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

9.3.1.7. Conference

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

9.3.1.8. Clinic

9.3.1.8.1. Workshop, learn by doing

9.3.1.9. Break-Out Session

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

9.3.1.10. Assembly

9.3.1.10.1. Creating a complete exhibit, formal general meeting

9.3.1.11. Congress

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

9.3.1.12. Forum

9.3.1.12.1. Q & A type meeting between guests and panelists

9.3.1.13. Symposium

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

9.3.1.14. Institute

9.3.1.14.1. Very in-depth meeting, instructional

9.3.1.15. Lecture

9.3.1.15.1. Informative speech

9.3.1.16. Panel Discussion

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

9.3.1.17. Incentive Travel

9.3.1.17.1. Reward given to employees to stimulate work progress

9.4. Org. Structure

9.4.1. Background

9.4.1.1. Segments of the Industry

9.4.1.1.1. Lodging

9.4.1.1.2. Food and Beverage

9.4.1.1.3. Transportation

9.4.1.1.4. Attractions

9.4.1.1.5. Entertainment

9.4.1.1.6. Shopping

9.4.1.2. Concept of meetings around forever

9.4.1.2.1. Every settled down culture had a meeting area

9.4.1.3. 1972 MPI is founded

9.4.1.4. Rapid Development

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

9.4.2. Economic Impact

9.4.2.1. 1/86 people in industry

9.4.2.2. 29th biggest contributor to GDP

9.4.2.3. Extremely significant

9.4.3. Scenario Planning

9.4.3.1. Plan for problems and ripples they cause

9.4.3.2. Formulating Strategies

9.4.3.2.1. Consider general scenarios

9.4.3.2.2. Examine organization's market

9.4.3.2.3. Assess core capabilities

9.4.3.2.4. Put pieces together

9.4.3.2.5. Tactical initiatives to support strategic directives

9.4.3.2.6. Implement

9.4.4. Why Meetings?

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

9.4.4.1.1. Fear of travel post-9/11

9.4.4.1.2. Technological advances

9.4.4.2. But people like meeting in person

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

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

9.4.4.4. Experimental Learning and Participation

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

9.5. Employment

9.5.1. Jobs

9.5.1.1. Event Planner

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

9.5.1.2. Meeting Planner

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

9.5.1.3. Wedding Planner

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

9.5.1.4. Hotel/Conference Center Sales

9.5.1.4.1. Deals with the booking of groups

9.5.1.5. Hotels

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

9.5.1.6. Convention Centers

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

9.5.1.7. Restaurant Sales

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

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

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

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

9.5.1.8. Destination Management

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

9.5.1.9. Entertainment/Sporting Venue Sales/Services

9.5.1.9.1. Sell their large spaces for group meetings and activities

9.5.1.10. Exposition Service Contractors (ESC)

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

9.5.1.11. Destination Marketing Organizations (DMOs)

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

9.6. Future Trends

9.6.1. Continue to be a steady market

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

9.6.3. More emphasis being put on environmental concerns

9.6.4. Expecting an increase in web based technology

9.6.5. Face-to-face will always exist

10. Organizers and Sponsors (Chapter 2)

10.1. Who?

10.1.1. Corporations

10.1.1.1. Definition

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

10.1.1.2. Attendance at meetings is usually mandatory

10.1.1.3. Types of Corporate Events

10.1.1.3.1. Stockholders Meetings

10.1.1.3.2. Board Meetings

10.1.1.3.3. Management Meetings

10.1.1.3.4. Training Meetings

10.1.1.3.5. Incentive Trips

10.1.1.3.6. Sales Training/Product Launches

10.1.1.3.7. Professional/Technical Training

10.1.1.4. Who Shows Up?

10.1.1.4.1. Members of the company and their friends and family

10.1.1.5. Marketing?

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

10.1.1.6. Who Plans?

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

10.1.2. Associations

10.1.2.1. Definition

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

10.1.2.1.2. Very large; anywhere from hundreds to thousands

10.1.2.2. Decision Makers

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

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

10.1.2.3. Types of Associations

10.1.2.3.1. Local

10.1.2.3.2. State

10.1.2.3.3. Regional

10.1.2.3.4. National

10.1.2.3.5. International

10.1.2.3.6. Professional

10.1.2.3.7. Not-for-Profits/Nonprofits

10.1.2.3.8. SMERFs

10.1.2.4. Marketing

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

10.1.2.5. Who Plans?

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

10.1.3. Government

10.1.3.1. Per Diem Rate

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

10.1.3.2. Decision Makers

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

10.1.3.2.2. Dependent on funding available

10.1.3.3. Types/Purpose/Objectives

10.1.3.3.1. Mostly utilized for training

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

10.1.3.4. Attendance

10.1.3.4.1. For government staff: mandatory

10.1.3.4.2. For public: voluntary

10.1.3.5. Security

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

10.1.3.6. Marketing

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

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

10.1.3.7. Who Plans?

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

10.2. Org. Entities

10.2.1. Exhibition

10.2.1.1. Definition

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

10.2.1.1.2. Trade Shows

10.2.1.1.3. Expositions

10.2.1.1.4. Public Shows

10.2.1.1.5. Exhibition Management Company

10.2.1.2. Decision Maker

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

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

10.2.1.3. Attendees

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

10.2.1.4. Marketing

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

10.2.2. Association Management Companies

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

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

10.2.3. Meeting Management Companies

10.2.3.1. Very similar to Association Management Companies

10.2.3.2. Sell their services on a contractual basis

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

10.2.4. Independent Meeting Managers

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

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

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

10.2.5. Event Management Companies

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

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

10.2.6. Professional Congress Organizers (PCO)

10.2.6.1. Term most widely used outside of the US

10.2.6.2. Basically an event management company

10.2.6.3. Deals very locally

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

10.2.7. Professional Associations Supporting Independent Planners

10.2.7.1. Help with professional development

10.2.8. Other

10.2.8.1. Political Organizations

10.2.8.1.1. National parties

10.2.8.1.2. Local government

10.2.8.2. Labor Unions

10.2.8.2.1. Teamsters

10.2.8.2.2. Service Employees International Union (SEIU)

10.2.8.3. Fraternal Groups

10.2.8.3.1. University frats or sororities

10.2.8.4. Military Reunion Groups

10.2.8.5. Educational Groups

10.2.8.5.1. High schools

10.2.8.5.2. Colleges

10.3. Future Trends

10.3.1. Shortening Meetings

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

10.3.2. Change of Frequency

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

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

10.3.3. More Value

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

10.3.4. Increase Interactivity

10.3.4.1. Increase in use of social media

10.3.5. Merge Sponsor Organizations

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

10.3.6. Cyber Conferences

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

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

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

10.3.7. Virtual Trade Shows

10.3.7.1. Similar to cyber conference

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

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

10.3.8. Outsourcing

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

10.3.8.2. No long-term

10.3.9. Focus on ROI

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

11. Destination Marketing Organizations (Chapter 3)

11.1. Role of DMO

11.1.1. What is?

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

11.1.1.2. Three Main Goals

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

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

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

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

11.1.2. Purpose

11.1.2.1. Not-for-profits

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

11.1.2.3. Some are departments of the local government

11.1.2.4. Unbiased information

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

11.1.3. Make Money?

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

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

11.1.4. Why Meetings are Important

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

11.2. What DMO does for Professionals?

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

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

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

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

11.2.5. DMOs are for free

11.3. Why DMO?

11.3.1. Advantages

11.3.1.1. Free

11.3.1.2. Knowledgeable

11.3.1.3. Well Connected

11.3.2. Activities

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

11.3.3. Site Review/Leads Process

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

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

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

11.3.4. Site Inspections

11.3.4.1. Often held by a member of the DMO

11.3.4.2. Most critical step in process

11.4. DMO for Meeting Professionals

11.4.1. Unbiased

11.4.2. Massive database of local facilities

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

11.4.4. Provide deals on hotel rooms

11.4.5. Liasion in local government

11.5. DMAI Service

11.5.1. Destination Marketing Association International

11.5.1.1. Largest collection of official DMOs

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

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

11.5.1.3. Publishes bi-monthly e-newsletter

11.5.2. EmpowerMINT.com

11.5.2.1. Number one convention and meetings database

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

11.5.2.3. All based on voluntary participations of DMOs

11.5.2.4. Basically a credit report of different DMOs

11.5.3. Destinations Showcase

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

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

11.5.3.3. Held annunally in DC and Chicago

11.5.4. DMAI Professional Development Offerings

11.5.4.1. Annual Convention

11.5.4.2. DMMI

11.5.4.3. CEO Forum

11.5.4.4. Leadership Europe/CFO Forum

11.5.4.5. Sales Academy I and II (available online)

11.5.4.6. Shirtsleeve session

11.5.5. DMAI CDME

11.5.5.1. Certification program

11.5.5.2. Highest education level

11.5.5.3. Focuses on leadership, teamwork, and productivity

11.5.6. PDM Program

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

11.5.7. Accreditation

11.5.7.1. Destination Marketing Accreditation Program

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

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

11.5.8. DMAI Research

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

11.5.9. DMAI Foundation Research Studies

11.5.9.1. Futures Study

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

11.5.9.1.2. Noticed 250 different trends in past data

11.5.9.2. DMO Compensation/Benefits Survey

11.5.9.2.1. Done biannually

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

11.5.9.2.3. Focused on USA and Canada

11.5.9.3. DMO Organizational/Financial Profile

11.5.9.3.1. Creates standards for different tasks expected of DMOs

11.5.9.3.2. Done every two years

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

11.5.9.4. MyDMAI

11.5.9.4.1. Face-to-face discussions with other members

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

11.5.10. Destination/Travel Foundation

11.5.10.1. Charitable organization

11.5.10.2. Board of trustees

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

11.5.11. Membership in DMAI

11.5.11.1. New branches in membership became available

11.5.11.1.1. Students/educators

11.5.11.1.2. State/regional DMO associations

11.5.11.1.3. Allied Members

11.6. Future Trends

11.6.1. DMOs are always expanding

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

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

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

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

12. Meeting and Convention Venues (Chapter 4)

12.1. Intro

12.1.1. Complete a Needs Analysis pre-meeting

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

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

12.2. Hotels

12.2.1. 2nd most common venue

12.2.2. Usually contain at the minimum of one boardroom

12.2.2.1. Fewer than 12 people

12.2.2.2. Permanent large meeting furniture

12.2.2.3. Hotel ballroom=larger version

12.2.3. Break-out Rooms

12.2.3.1. Larger than boardrooms, but smaller than ballrooms

12.2.4. Privately owned hotels are including more meeting space

12.2.5. Larger meeting spaces allow for shorter shoulders

12.2.5.1. Shoulder

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

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

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

12.2.7.1. Areas adjacent to actual meeting rooms

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

12.2.8. Meetings, not usually the #1 money maker

12.2.9. Meeting space in hotel=loss leader

12.2.9.1. Fill rooms that otherwise would've stayed empty

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

12.2.10.1. Concessionaires: usually by pool or spa

12.2.11. Casinos can be very profitable

12.2.12. Attrition penalties

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

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

12.2.14. Local Social Event

12.2.14.1. Utilize meetings space without staying overnight

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

12.2.15. Amenities are key driving factors in choosing a venue

12.2.16. Seasonality

12.2.16.1. Affect cost of using a venue

12.3. Convention Centers

12.3.1. Can hold larger events than hotels

12.3.2. Usually bare buildings with no rooms to sleep in

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

12.3.4. Exhibit halls=largest area, ballrooms smaller

12.3.5. Most convention centers are governementally funded

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

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

12.4. Conference Centers

12.4.1. On the smaller scale

12.4.2. Resident vs. nonresident

12.4.2.1. Some offer night accommodations

12.4.3. Complete meeting package

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

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

12.4.5. Corporation owned

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

12.4.7. Cost vs. benefit

12.5. Retreat Facilities

12.5.1. Family owned; small company owned

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

12.5.3. Nature is a factor

12.5.4. Greatest strength/greatest weakness=relative isolation

12.5.5. Travel/transportation issues arrive the more secluded

12.6. Cruise Ships

12.6.1. Hybrid of all other event venues

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

12.6.3. Perfect for incentive trips

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

12.6.5. Weddings on cruises have increased

12.6.6. Again, relative isolation

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

12.7. Specific Use Facilities

12.7.1. Theaters, amphitheaters, arenas, sports stadiums

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

12.7.3. Staff usually made up of part time employees

12.7.4. Usually owned by the government

12.7.5. Meetings, not primary source of revenue/business

12.7.6. Fixed fee for use of facility

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

12.8. Colleges/Universities

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

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

12.8.3. ADA concerns with older dorms

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

12.9. Unusual Venues

12.9.1. No support equipment

12.9.2. Little or no staff included

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

12.9.4. Affected by weather

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

12.9.6. Tents

12.9.6.1. Pole

12.9.6.1.1. Fabric-covered

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

12.9.6.2. Frame

12.9.6.2.1. Simplest

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

12.9.6.2.3. Permit needed

12.9.6.2.4. Affected by weather

12.9.6.2.5. Lighting is a challenge

12.9.6.3. Clear Span

12.9.6.3.1. Strong roof structure

12.9.6.3.2. Possible to hang lights

12.9.6.3.3. Power, water, bathrooms must be brought in

12.9.7. Parks are tough since they are open to public

12.9.8. Destination weddings

12.10. Common Issues

12.10.1. Obstacles

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

12.10.1.1.1. Understaffed

12.10.1.1.2. Not enough parking

12.10.1.1.3. Transportation

12.10.1.1.4. Etc.

12.10.2. Power

12.10.2.1. Expensive

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

12.10.3. Rigging

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

12.10.3.2. Plaster ceilings and precast concrete roofs are toughest

12.10.3.3. Mostly use contracted companies to negate liability

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

12.10.4. Floors

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

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

12.10.4.3. Different floors must be treated differently

12.10.5. Access

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

12.10.5.2. Can trucks access the load docks easily?

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

12.11. Function Rooms/Setups

12.11.1. Auditorium/Theater Style

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

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

12.11.1.3. Aisles allow for easy movement throughout

12.11.2. Classroom Style

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

12.11.2.2. Each row of chairs has a table

12.11.2.3. Not usually used when primary focus is a lecture

12.11.3. Rounds

12.11.3.1. Mostly used for food

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

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

12.12. Future Trends

12.12.1. Unique venue options expanding

12.12.2. Increase in amount of space dedicated to conventions

12.12.3. Convention centers adding spaces for entertainment events as well

13. Exhibitions (Chapter 5)

13.1. Intro

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

13.2. History

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

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

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

13.2.3.1. Leipzig Fair (1165)

13.2.3.2. Dublin Fair (1215)

13.2.3.3. Cologne's biannual fair (1259)

13.2.3.4. Frankfurt's book fair (1445)

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

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

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

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

13.3. Types of Shows

13.3.1. Trade Shows

13.3.1.1. Business only events

13.3.1.2. Private, public not allowed

13.3.1.3. Exposition now means the same thing

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

13.3.1.5. Marketing mostly comes in the form of trade publications

13.3.2. Consumer/Public Shows

13.3.2.1. Open to public

13.3.2.2. Wide variety of different products being showcased

13.3.2.3. Usually held on weekends

13.3.2.4. Price to get in

13.3.2.5. Marketing is essential

13.3.3. Consolidation Shows

13.3.3.1. Open to buyers and the public

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

13.4. Economic Forecast

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

13.5. Exhibition Management: Key Players

13.5.1. Exhibition Organizer

13.5.1.1. Responsible for running all aspects of the event

13.5.1.2. Need to market the show

13.5.1.3. Gather resources needed to put on the event

13.5.2. Facility Manager

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

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

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

13.5.3. General Service Contractor

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

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

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

13.6. Considerations in Planning

13.6.1. Location

13.6.1.1. Benefits of changing show location year to year?

13.6.1.1.1. Attract additional attendees

13.6.1.1.2. Attract different groups of people

13.6.1.1.3. Local tourism activities draw attendees

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

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

13.6.1.4. Are the hotels the right choice?

13.6.1.4.1. Room rates in attendees' prince range?

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

13.6.2. Shipping/Storage

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

13.6.2.2. Allow extra time for items to show up

13.6.3. Marketing/Promotion

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

13.6.3.2. Sponsorship/Marketing

13.6.3.2.1. General Sponsorship

13.6.3.2.2. Special Event Sponsorship

13.6.3.2.3. Daily Advertising during Show

13.6.3.2.4. Advertising in Show Directory

13.6.3.2.5. Promotional Items Sponsorship

13.6.4. Technology

13.6.4.1. Internet

13.6.4.1.1. Register online

13.6.4.1.2. Buy tickets to show in advance

13.6.4.1.3. View plans/events occurring

13.6.4.1.4. Travel arrangements

13.6.4.2. Lead Retrieval Systems

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

13.6.4.3. RFID

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

13.6.4.4. Promotion

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

13.6.5. Risk/Crisis Management

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

13.6.5.2. More emphasis placed on security after 9/11

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

13.7. Exhibitor Perspective

13.7.1. Why Exhibit?

13.7.1.1. Convey a message

13.7.1.2. Getting your name out there

13.7.1.3. Annual presentation of new product

13.7.1.4. Branch out customer base

13.7.1.5. Meet with industry professionals

13.7.2. Design Principles

13.7.2.1. Budget effects presentation

13.7.2.2. Where your booth is located within the exhibition hall

13.7.2.2.1. Location of bathrooms

13.7.2.2.2. Location of entrance

13.7.2.2.3. Location of food vendors

13.7.2.2.4. Location of competitors

13.7.2.3. Booths

13.7.2.3.1. Standard Booth

13.7.2.3.2. In-line Exhibit

13.7.2.3.3. Island Exhibit

13.7.2.3.4. Peninsula Exhibit

13.7.2.3.5. Multilevel Exhibit

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

13.7.3. Staffing

13.7.3.1. Professional look

13.7.3.2. Knowledgeable about the product/service

13.7.3.3. Demonstrations

13.7.3.4. Must have enough staff during busy times

13.7.4. Measuring Return on Investment

13.7.4.1. ROI

13.7.4.1.1. Space rental

13.7.4.1.2. Service contractor expenses

13.7.4.1.3. Travel expenses

13.7.4.1.4. Promo items

13.7.4.1.5. Shipping costs

13.7.4.1.6. Training

13.8. Future Trends

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

13.8.2. Virtual trade shows seeing a rise in popularity

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

13.8.4. Less shows, but bigger shows

14. Service Contractors (Chapter 6)

14.1. Definition of Service Contractor

14.1.1. Person who manages a tradeshow

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

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

14.2. Responsibilities

14.2.1. General

14.2.1.1. General Service Contractor

14.2.1.1.1. Organization that provides the event with many different services

14.2.1.1.2. Hired by show manager

14.2.1.1.3. Very general tasks

14.2.1.2. Official Contractor

14.2.1.2.1. Oversees labor, installation/breakdown of exhibit

14.2.1.3. Material Handling/Drayage

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

14.2.1.4. Drayage Charge

14.2.1.4.1. Cost of moving items, usually based on weight

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

14.2.1.6. Exhibitor Service Manual

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

14.2.2. Trade Unions

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

14.2.2.2. Need to be very careful in unionized places

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

14.3. Evolution

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

14.3.2. Exhibitor-Appointed Contractors

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

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

14.3.4. Using more technology

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

14.4. Organization

14.4.1. Sales

14.4.1.1. National and local branches

14.4.1.2. Sometimes also exhibitor sales department also

14.4.1.3. Work the floor to sell the product

14.4.2. Logistics

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

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

14.4.2.3. Today this is done with CAD/CAM software

14.4.3. Drayage/Warehousing

14.4.3.1. Transporting/installation of materials

14.4.3.2. Storage of materials during event

14.4.4. Event Technology

14.4.4.1. Special effects, deals with production department

14.4.5. Event Services

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

14.4.6. Production

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

14.4.7. Accounting/Finance

14.4.7.1. Deals with money and analyzes

14.5. Specialty

14.5.1. Audiovisual

14.5.1.1. Providing audiovisual services

14.5.2. Business Services

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

14.5.3. Catering

14.5.3.1. Food/beverage provided for the event

14.5.4. Cleaning Services

14.5.4.1. Cleaning the public areas of the event

14.5.5. Communications

14.5.5.1. Provides cell phones and other wireless services

14.5.6. Computers

14.5.6.1. Rent monitors or computers

14.5.7. Consulting

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

14.5.8. Decor

14.5.8.1. Basic enhancements to event space

14.5.9. Drayage

14.5.9.1. Transporting and storing materials for exhibit

14.5.10. Electrical

14.5.10.1. Supplies power to exhibit

14.5.11. Entertainment Agency

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

14.5.12. Floral

14.5.12.1. Rental and arrangement of flowers

14.5.13. Freight

14.5.13.1. Shipping materials to the show and back

14.5.14. Furniture

14.5.14.1. Rentals to decorate the space

14.5.15. Internet Access/Telephones

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

14.5.16. Labor Planning/Supervision

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

14.5.17. Lighting

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

14.5.18. Staffings

14.5.18.1. Temporary jobs filled to assist during event hours

14.5.19. Utilities

14.5.19.1. Gas, water, plumbing, etc.

14.5.20. Photography

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

14.5.21. Postal/Package Services

14.5.21.1. Collects both for the event and the exhibition

14.5.22. Registration Company

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

14.5.23. Security

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

14.5.24. Speaker Bureaus

14.5.24.1. Help organizers find the speakers for the event

14.5.25. Translators

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

14.6. Exhibitor-Appointed Service Contractors

14.6.1. Official contractor company for the event

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

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

14.7. Relationship Between Contractors and Event Organizers

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

14.7.2. RFP

14.7.2.1. Process of hiring a service contractors

14.7.2.2. Questions/specifications for each event

15. Destination Management Companies (Chapter 7)

15.1. Definition

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

15.1.2. Also called ground operator

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

15.2. Services Provided

15.2.1. Venue selection

15.2.2. Itinerary and other planning

15.2.3. Production

15.2.4. Team building

15.2.5. VIP services

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

15.2.7. Transportation makes or breaks event; car services

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

15.3. DMC vs. DMO

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

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

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

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

15.3.5. Business Structure of DMCs

15.3.5.1. Prerequisites

15.3.5.1.1. Staff

15.3.5.1.2. Temp. Staff

15.3.5.1.3. Office

15.3.5.1.4. Technology

15.3.5.1.5. Licenses/Insurance

15.3.5.1.6. Community Contacts

15.3.5.1.7. History

15.3.5.1.8. Destination Resources

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

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

15.3.5.4. Reputation

15.4. DMC Organization

15.4.1. Independent

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

15.4.1.2. Don't offer full amount of extensive services

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

15.4.1.4. Easy to start, but requires many hours

15.4.2. Multi-Service

15.4.2.1. Larger than independent

15.4.2.2. Amass large networks of contacts

15.4.2.3. More dispersed staff in different locales

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

15.4.3. Destination Management Networks

15.4.3.1. Basically a way to interconnect DMCs in different places

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

15.5. Business Model of DMC

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

15.5.1.1. Clients

15.5.1.1.1. Corporate Accounts

15.5.1.1.2. Association Accounts

15.5.1.1.3. Incentive-based Organizations

15.5.2. Hired By

15.5.2.1. Company planning the event

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

15.6. DMC Process

15.6.1. Sale Process

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

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

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

15.6.2. Identify New Business Opportunities

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

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

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

15.6.3. Request for Proposal (RFP)

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

15.6.3.2. Proposal of services

15.6.3.2.1. Project specifications

15.6.3.2.2. Research/development

15.6.3.2.3. Creativity/innovation

15.6.3.2.4. Budgets

15.6.3.2.5. Response time

15.6.3.2.6. Competition

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

15.6.4. Site Inspections

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

15.6.5. Program Development

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

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

15.6.6. Program Execution

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

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

15.6.7. Transportation Services

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

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

15.6.8. Production of Events

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

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

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

15.6.9. Wrap-Up/Billing

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

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

15.6.10. Choosing a DMC

15.6.10.1. Contact a city's CVB or DMO

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

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

15.6.11. DMC Resources

15.6.11.1. Products

15.6.11.1.1. These are basically the services the DMC offers

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

15.6.11.2. Reputation

15.6.11.2.1. Customer satisfaction is the best tool

15.6.11.2.2. "Only as good as last program completed"

15.6.11.2.3. Needs to be well loved by locals as well

15.6.11.3. Experience

15.6.11.3.1. Planners view this as very valuable

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

15.6.11.4. Relationships

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

15.6.11.4.2. "Destination savvy"

15.6.11.5. Suppliers/Vendors

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

15.6.11.5.2. Stable list of contractors

15.6.11.6. Credit/Buying Power

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

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

15.7. Future Trends

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

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

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

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

15.7.5. Standard of Conduct

15.7.6. Technology is #1 competitor

16. Special Events Management (Chapter 8)

16.1. Working Definition

16.1.1. Special Event

16.1.1.1. Umbrella term

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

16.1.2. Begins With Relationship

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

16.2. History/Background

16.2.1. Events have been around since the dawn of time

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

16.2.3. Civic Events

16.2.3.1. Founder's Day

16.2.3.2. Centennials

16.2.4. Mega-Events

16.2.4.1. Olympics

16.2.5. Festivals/Fairs

16.2.5.1. Fair, not for profit

16.2.5.2. Festival, for profit

16.2.6. Expositions

16.2.6.1. Entertainment

16.2.7. Sporting Events

16.2.7.1. Super Bowl

16.2.8. Social Life Events

16.2.8.1. Weddings

16.2.8.2. Bat Mitzvahs

16.2.9. Meetings/Conventions

16.2.10. Retail Events

16.2.10.1. Apple

16.2.11. Religious Events

16.2.11.1. The Hajj

16.2.11.2. Quanza

16.2.12. Corporate Events

16.2.12.1. Christmas Parties

16.3. Planning Tools

16.3.1. Understand Community

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

16.3.1.2. Support financially/physically

16.3.2. Merchandising/Promoting

16.3.2.1. Promotional Mix Model

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

16.3.3. Roles of Mix Model

16.3.3.1. Sales Promotion

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

16.3.3.2. Publicity/Public Relations

16.3.3.2.1. Publicity

16.3.3.2.2. Public Relations

16.3.3.3. Social Media

16.3.3.3.1. Viral marketing is taking off

16.3.3.3.2. Allows for control in the message being sent out

16.3.3.4. Personal Selling

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

16.3.4. Sponsorships

16.3.4.1. Economic Changes (positive and negative)

16.3.4.2. Target certain market segments

16.3.4.3. Measure end results

16.3.4.4. Fragmentation of media

16.3.4.5. Growth of diverse segments

16.4. Understand Target Market

16.4.1. Consumers have changed

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

16.4.3. Positive word of mouth is key

16.4.4. Community needs to support the event

16.5. Preparation

16.5.1. Permits are crucial

16.5.2. Health department may need to be notified

16.5.3. Secure vendors/suppliers

16.5.4. Ticket prices

16.5.5. Accounting

16.5.6. Registration

16.5.7. Marketing

16.5.8. Timelines made and followed

16.6. Budget

16.6.1. Rental Costs

16.6.1.1. May need to pay money to rent a space

16.6.2. Security Costs

16.6.2.1. Many venues provide limited security

16.6.2.2. May need to hire more to fit needs

16.6.3. Production Costs

16.6.4. Labor Costs

16.6.4.1. Unionized cities versus non-unionized

16.6.5. Marketing Costs

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

16.6.6. Talent Costs

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

16.7. Breakdown

16.7.1. Participants

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

16.7.2. Media/Press

16.7.2.1. What made the event newsworthy?

16.7.3. Staff/Management

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

16.7.4. Vendors

16.7.4.1. Mandatory survey

16.8. Future Trends

16.8.1. Minimalism is a growing fad

16.8.2. Clients are looking for a one stop shop

16.8.3. Going green is a massive concern in this industry

16.8.4. Technology can be used in promoting the event

16.8.5. Is the quality measuring up to the cost?

16.8.6. Relationships are the key to future success