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12. Choosing your Meeting Destination 2113. The Role of the RfP 2214. Negotiating Your Socks Off 2315. Delegate Management 2516. Marketing Your Event 2617. Finance Essentials 2818. Sponsorship for Your Event 2919. Event Speakers 3020. Event Technology 3121. The Generation Gap 3222. Measuring Results 33

1. Your Hosts 032. Introduction 043. Germany – In a Minute 054. Exhibiting in Germany 075. Incentives and Motivation Events in Germany 086. The Meetings Marketplace – An Overview 127. Meeting Planning as a Discipline 148. Who Wants to be an Event Organiser? 159. Getting Started - Aims, Goals and Objectives 1610. Planning your Event 1711. CSR and Green Meetings 19

02 CONTENT

GCB Branch Office North America

122 East 42nd Street, Suite 2000New York, NY 10168-0072, USATel. +1 212 661 4582Fax +1 212 661 6192E-Mail gcbny@gcb.dewww.germany-meetings.com

German Convention Bureau

Münchener Str. 4860329 Frankfurt/Main, GermanyTel. +49 69 242 930- 0Fax +49 69 242 930- 26E-Mail info@gcb.dewww.gcb.de

Picture credits:Title: „Reichstagskuppel innen“: © iche / PIXELIO, p.2 collage: „Schloss Neuschwanstein“: © tstwebdesign / PIXELIO; „Reichstag III“: © Peter Kirchhoff / PIXELIO; „Kölner Dom“: © Brigitte Heinen / PIXELIO; „an den Landungsbrücken“: © Bernd Sterzl / PIXELIO, p.4: „Wegweiser“: © photographer: Strongwinds, source: pi-casaweb.google.com, p.5 collage: „Schloss Neuschwanstein“: © tstwebdesign / PIXELIO; „Reichstag III“: © Peter Kirchhoff / PIXELIO; „Kölner Dom“: © Brigitte Heinen / PIXELIO; „an den Landungsbrücken“: © Bernd Sterzl / PIXELIO, „Anflug“: © Jens Jasker / PIXELIO; „Nachtleben“: © Marko Greitschus / PIXELIO, „German dish #2 (Wiener Schnitzel)“: © photographer: Naoko, source: picasaweb.google.com, „Brandenburger Tor abends“, photographer: Andrew Cowin, source: DZT picture database, p.7: „Kongresszentrum Leipzig“, sour-ce: CC Leipzig, p.8: „Heidelberg/Neckar Feuerwerk über der Brücke“: photographer: Baden-Württemberg, Tourismus Marketing GmbH, source: DZT picture database, p.10 „Rafting01“: © Didi01/ PIXELIO; „Abgeho-ben“: © Dietmar Meinert/ PIXELIO; „Oktoberfest - Im Zelt“: © Alexander Hauk / PIXELIO; Flugsimulator LFTC München, Foto: ProFlight GmbH; „Düsseldorf: Funkemarie vor dem Rathaus“: © Düsseldorf Marketing & Tourismus GmbH - Bilddatenbank der DZT; „Gengenbach/Schwarzwald: Spättle-Maske auf der Gengenba-cher Fasend (Fastnacht)“: © Gengenbach_Kultur und Tourismus GmbH - Bilddatenbank der DZT; „Mercedes Benz Visitor Center“: © Ursula Winterbauer, GCB; „Waldhessen: Ballon fahren, das Landschaftserlebnis der besonderen Art“: © HA Hessen Agentur GmbH - Bilddatenbank der DZT; „Ballonglühen“: © Kurt F. Domnik/

PIXELIO; „München: ausgestellte Autos im BMW-Museum“: © Cowin, Andrew - Bilddatenbank der DZT, p.12: „Frankfurt/Main: Jogger und Mädchen vor der Frankfurter Skyline und Ausflugsschiff auf dem Main“: photo-grapher: Dietmar Scherf, source: DZT picture database, p.14: Maarten Vanneste: „Meeting Support Institute 2009“ www.meetingsupport.org/bullseye, p.16: „Bogenschütze beim Zielen“: © Rainer Sturm / PIXELIO, p.17: „Planer am Lesen“, source: picasaworld.google.com, p.18 graph: „Gantt Chart“, Author: Garry L. Booker, source: wikipedia.org, p.19: „Gänseblümchen“: photographer: Andreas-Krueger, source: picasaworld.google.com, p.21: „Kompass“: © Maren Beßler / PIXELIO, p.23: „Weltreise und Internationale Geschäfte“: © S. Hofschlaeger / PIXELIO, p.25: „Einer unter vielen“: © Stephanie Hofschlaeger / PIXELIO, p.26: „Marketing in der Landwirtschaft“: © Thomas Max Müller / PIXELIO, p.28: „Förderprogramme für die Heizungssanierung“: © photographer: obs/IWO Institut für wirtschaftliche Oelheizung e.V., p.29: „Rallye“: © Siegfried Fries / PIXELIO, p.30: „Versammlung“: © S. Hofschlaeger / PIXELIO, p.31: „NoteBook I“: © Peter Kirchhoff / PIXELIO, p.32: „Papierkette – Familie mit 3 Kindern“: © S. Hofschlaeger / PIXELIO, p.33: „Gleich ist die Lösung da“: © Dieter Schütz / PIXELIO, p.36: „Schloss Neuschwanstein“: © tstwebdesign / PIXELIO; „Na dann Prost“: © Uli Carthäuser / PIXELIO; „Maibaum“: © Peter von Bechen / PIXELIO; „Gruß vom Oktoberfest“: © Michaela Schöllhorn /PIXELIO; „Auf der Zugspitze“: © Katja Hoyer / PIXELIO; „Insel Mainau“: © Matthias Lohse / PIXELIO; „Naturschutzgebiet am Bodensee“: © Rainer Sturm / PIXELIO; „Oben auf der Alm“: ©Marco Barnebeck / PIXELIO; „Zugspitze“: © Andreas Hermsdorf /PIXELIO

Publisher

Authorised executive director: Matthias Schultze Setting and printing by Mein-Druckservice.de, Schillerstraße 19, 71263 Weil der StadtV.i.S.d.P: Martina Nesper

1.YOURHOSTS 03

Its membership of almost 250 organisations includes leading hotels, convention centres and destinations, car

hire firms, event agencies and service providers of the German meetings and conventions industry.

GCB’s strategic partners include Lufthansa (Europe’s largest airline in terms of passengers transported); the German National Tourist Board, who are responsible for marketing the country around the world; and Deutsche Bahn (German Federal Railway), the second largest transport company in the world, carrying more than two billion passengers annually.

The GCB is an interface between organisers of meetings and conventions and suppliers of the German meetings market, offers advice and support for planning and organising events, and provides contacts and addresses. We’re here to support meeting and event planners who are – or might be – thinking of Germany as a location.

Whilst we are not a PCO, we are committed to making your event a success. We offer free and impartial advice about locations, venues and suppliers. We can research locations and venues and act as a conduit to ensure your RfPs reach the most appropriate agencies.

And all our services are provided free of charge to our clients.

You’ll also find a wealth of information at our website: www.germany-meetings.com. Besides a downloadable version of this brochure, you can access the following: ■■ an online search facility for meetings suppliers ■■ our GCB online newsletter ■■ case studies from previous events■■ a wide choice of unusual locations for meetings ■■ ideas for incentives ■■ tips for conference planning ■■ Press information ■■ addresses and detailed information of GCB members ■■ links to our partners, including German National

Tourist Board, Deutsche Bahn and Lufthansa German Airlines

■■ links to green meetings and green events (www.mygreenmeeting.de)

To find out more, go towww.germany-meetings.com

We also recommend you bookmark the site, and register for our regular e-newsletters, so you can keep up with what’s new.

And why not follow us on Twitter and become a fan on Facebook?

1. Your Hosts■ TheGCBGermanConventionBureaue.V.marketsGermanyasadestinationforconventions,meetings,eventsandincentivesbothonanationalandinternationallevel,andistheplacetocontactforallcustomerswhoareplanningeventsinGermany.

04 2.INTRODUCTION

We’ve put this guide together to assist meetings planners and event organisers in running their

programmes.

Whether you are a PCO, trade association, an in-house organiser or service supplier, our aim is to give you the essentials you need to make your event even more of a success.

And if you’re new to the exciting world of “live marketing”, then this guide should also act as a signpost to some of the richest repositories of information available.

You’ll find a wealth of hints and tips as well as links through to a whole world of expertise. You’ll also find some case studies from different meetings and events organisers, to demonstrate how theory is put into practice.

The world of events and meetings is growing rapidly, so, as well as producing this brochure, we will be providing an increasing amount of information on our website, www.germany-meetings.com. Apart from the obvious benefits of being updateable almost immediately, using the web decreases the impact on the environment, a vital consideration for all event organisers. (We’ll be looking at the issue of sustainable events further on in this booklet.)

Whatever your role, we hope you’ll find this guide useful. We’d welcome your feedback, questions, and any ideas you have for future editions. So feel free to get in touch.

We look forward to hearing from you, and having the opportunity to work with you in the future.

2. Introduction■ WelcometotheGCB’sMeetingPlanners’GuidetoGermany.

3.GERMANY–INAMINUTE 05

■ Country’s NameFederal Republic of Germany

■ Bordering Countries Denmark, Poland, the Czech Republic, Austria, Switzerland, France, Luxembourg, Belgium, and the Netherlands.

■ Area 357,021 km² (137,847 sq mi) Germany is the seventh largest country by area in Europe and the 63rd largest in the world.

■ PoliticalGermany is a federal parliamentary republic of sixteen states (Länder). Capital (and largest city) is Berlin.

The Chancellor is the head of government and exercises executive power.

Federal legislative power is vested in the parliament consisting of the Bundestag (Federal Diet, or parliament) and Bundesrat (Federal Council), which together form a unique type of legislative body.

The President is the Head of State, invested primarily with representative responsibilities.

■ GeographyGermany is located in Central Europe and borders with Denmark in the north, Poland and the Czech Republic in the east, Austria and Switzerland in the south, France and Luxembourg in the south-west and Belgium and the Netherlands in the north-west.

3. Germany – In a Minute

06 3.GERMANY–INAMINUTE

German is the main language of about 90 million people (18%) in the EU.

67% of German citizens claim to be able to communicate in at least one foreign language, 27% in at least two languages other than their own.

■ TransportWith its central position in Europe, Germany is an important transportation hub.

The extensive motorway (Autobahn) network that ranks worldwide third largest in its total length.

Germany has established a network of high-speed trains. The InterCityExpress (ICE) is the most advanced service category of the Deutsche Bahn and serves major German cities as well as destinations in neighbouring countries at speeds of up 300 km/h.

■ EducationGermany’s universities are recognised internationally, indicating the high education standards in the country.

In the Academic Ranking of World Universities (ARWU) ranking for 2008, six of the top 100 universities in the world are in Germany, and 18 in the top 200. Nearly all German universities are public (i.e. non-private) institutions.

Germany is historically called “Das Land der Dichter und Denker” (the land of poets and thinkers).

There are 240 subsidised theatres, hundreds of symphonic orchestras, thousands of museums and over 25,000 libraries spread over the 16 states.

Germany claims some of the world’s most renowned classical music composers including, Beethoven, Bach, Brahms and Wagner.

■ Population81.8 million inhabitants (the largest population among member states of the European Union, and home to the third-largest number of international migrants worldwide.) (Source: Eurostat – statistics of the European Commission http://epp.eurostat.ec.europa.eu)

■ EconomicsGermany is part of the Schengen zone and adopted the European currency, the euro, in 1999.

It has the largest economy in Europe and is the world’s fourth largest economy by nominal GDP and the fifth largest in purchasing power parity. (Source: CIA Factbook 2010)

It is the second largest exporter and second largest importer of goods. Germany is recognised as a scientific and technological leader in several fields.

A poll in 2009 for the BBC based on 3,575 responses in 21 countries revealed that Germany is recognised for the most positive influence in the world in 2009.

■ Meetings DestinationAs a destination for meetings and conventions, Germany is number one in Europe (a position held since 2004) and number two in the worldwide rankings, published by the International Congress & Convention Association (ICCA).

■ LanguageGerman is the official and predominant spoken language in Germany.

It is one of 23 official languages in the European Union, and one of the three working languages of the European Commission, along with English and French.

In addition to the 26 standard letters, German has three vowels with Umlauts, namely ä, ö, and ü, as well as the Eszett or scharfes S (sharp s) which is written “ß”.

Worldwide there are approximately 100 million German native speakers and also about 80 million non-native speakers.

4.EXHIBITINGINGERMANY 07

■ The Power of ExhibitionsTrade fairs are among the most important instruments in business-to-business communication, and Germany is one of the world’s most dominant exhibiting nations. Of the leading global trade fairs of the individual sectors, two-thirds are held in the country, more than 150 international trade fairs attracting more than 160,000 exhibitors and 10 million visitors annually.

And why is exhibiting such an effective tool? Well, for visitors, it’s the attraction of seeing what’s new in the marketplace, all in one place, with the opportunity of meeting senior people from potential suppliers, rather than just sales people. For exhibitors there is the potential to take a product or service and really put on a show, to stand out from the crowd, and to meet visitors who are genuinely serious prospects.

Exhibitions are the only marketing medium that allows an exhibitor to promote their wares using all 5 senses. That’s why trade fairs are such exciting places to visit.

And German exhibitions are the biggest and best. Exhibitors and visitors spend around €11 billion a year on their trade fair participation in Germany, and more than half of the exhibitors come from abroad. Around 226,000 jobs are secured through the organisation of trade fairs, which boosts the annual output of German economy by €23 billion. German trade fairs contribute €3.8 billion in taxes at federal, state and municipal level.

■ Exhibition VenuesOver 2.7 million m² of exhibition hall space is available at 22 German exhibition centres, including three of the five largest exhibition centres in the world.

So, if your event is exhibition-based, Germany should be your first port of call. The country is geared up to provide both the exhibit space and the infrastructure to ensure the exhibition delivers. That includes fast and effective transport links – making it easy to get exhibition stands and displays delivered on time – a huge supply of quality hotel stock, and all the support services (such as design and construction) to bring the displays to life.

There is an increasing trend for conferences and exhibitions to become more closely entwined; in Germany congresses and conferences accompanying trade fairs attract around 400,000 visitors annually. Consequently, the venues have been designed to meet the needs of both the exhibition and the conference organiser, with meeting space sitting next to exhibition halls, allowing for complete integration of both events.

A wealth of help advice and guidance is available from the Association of the German Trade Fair Industry (AUMA). This is aimed at both organisers and exhibitors, and their website includes an interactive budget and exhibitor planning tool. The organisation also provides facts and figures, hints and tips, detailed trend analysis, and a wealth of advice that makes exhibiting in Germany so simple.

www.auma.de.

4. Exhibiting in Germany

08 5.INCENTIVESANDMOTIVATIONEVENTSINGERMANY

■ The Power of Incentives

For many organisations, taking staff away on trips to foreign destinations is an integral part of the culture of motivation and reward.

It sounds very glamorous (and for the delegates, it should be) but for the organiser it can mean months – or years – of planning, and endless pressure during the implementation stage.

After all, these are your guests on a trip they have worked hard for, and inevitably they’ll be very demanding. And everyone will have their own ideas about destinations, venues, activities and timetables. And you can’t please all of the people all of the time!

■ So, just a few hints to help you get started:■■ Decide why you want to organise such a project. Is

it to motivate or reward; to increase sales, or to make staff feel more loyal to the company? Are you targeting

salaried staff, commission-only agents, or a network of distributors?

■■ How will you measure the effectiveness of the incentive? For example, if everyone you target is already meeting their sales objectives, why do you still need to encourage them? And will you be able to ensure that the incentive will increase sales and performance enough to generate a suitable Return on Investment (RoI)?

■■ How will the location be selected? The most effective approach is to consider the likely audience and undertake some research, rather than let any one person’s opinion dominate. And there are specialist agencies who can take a brief and come back with a shortlist of locations. You may also want to submit a RfP to countries, regions or cities – more of that in the next section.

■■ How will the winners be selected? Some companies will offer an incentive for everyone who hits an agreed

5. Incentives and Motivation Events in Germany

5.INCENTIVESANDMOTIVATIONEVENTSINGERMANY 09

For more information about the use of travel as an incentive, check out

www.siteglobal.com

■ Germany as an Incentive Destination

If you are looking for a destination to appeal to the widest range of tastes, however, few places can match the choice of Germany. It’s a nation steeped in history, with famous cities and an unrivalled collection of castles and palaces. Perfect for history lovers.

But did you know that the United Nations has designated just 812 properties around the world as World Heritage Sites. And Germany has more than 30 of them, making it the country with the fourth largest collection?

Culture isn’t for everyone, but many German cities have the nightlife and music scene which makes them world-famous. So for the young – and young at heart – there is an endless choice of clubs and festivals throughout the year.

For the active and adventurous every kind of sport on land, sea and air can be enjoyed across the nation. And few countries can offer such a disparate choice of geography to delight walkers, hikers, climbers, or those who just want to sit on the beach!

Germany has one other advantage: its world-class transport links – road, rail and air – mean that organisers can consider running incentives which take in two or more destinations. Or choose one of the regions where a crazy nightlife, sophisticated culture, a host of sporting activities or a hedonistic spa visit all co-exist within minutes of each other, and delight everyone!

Every area of Germany offers something unique for incentives. Listing every option would take a much bigger book than this, but here are a few ideas. We’ve split the country into 8 regions, just to give you a sense of the huge variety of options available.

■ North: the city of Bremen has strong links with the aeronautical and space industries, so how about getting an insight into the European space programme with real time pictures from the International Space Station? Follow that with a hands-on session at the new off-road vehicle course at the Mercedes-Benz Customer Centre – with the chance to put some of their specialist vehicles through their paces over a 1 km course.

target, say 150% of objective. But that means you won’t know how many people to plan the event for. Another organisation might decide to, say, take the 20 highest performing salespeople; but how would you feel if you’d worked incredibly hard, and end up in twenty first place by a couple of Euros? In that situation the incentive could become a disincentive! And what about the person who joins the company in the middle of the year? Would you simply exclude them, or give them a pro-rata qualifying level? These are questions you’d need to address well in advance.

■■ Will the incentive appeal to the demographics of the potential winners? If your qualifiers range between 25 and 55, imagine the differences in their choice of preferred location. For every culture-lover there would be an all-night raver; for every hillwalker there would be the shopaholic; for every beach lounger there would be an adrenalin junkie. And you have to try and find a location to keep them all happy!

■■ What about partners? The young, free and single winners may love the idea of going to a top resort by themselves. But what about the married winner who is already feeling guilty about the time spent away from spouse and family? And if you do allow partners, will you arrange “partner programmes”, trips and incentives to keep them occupied while the winner attends the occasional business meeting?

■■ What about other sections of your organisation, who aren’t able to participate? How will they feel when all those sales people head off on an exotic journey, based on their success which they would never have managed to achieve if it wasn’t for the support of other departments? That needs to be managed carefully.

■■ And, while incentive travel is a proven winner for many organisations in helping to deliver a host of business and communication objectives, don’t forget that there may be an external angle to manage. After all, if you’ve just closed down a division, or made people redundant, or made claims about cost-cutting in a competitive market, what message does news of an apparent “jolly” give to public and stakeholders?

■■ You may also need to consider the various taxation issues of organising such a trip. This is quite a complex area, and best left to experts, but at least be aware that such trips are what as known as “benefits in kind”, and therefore will incur tax liabilities for someone.

10 5.INCENTIVESANDMOTIVATIONEVENTSINGERMANY

5.INCENTIVESANDMOTIVATIONEVENTSINGERMANY 11

Germany’s oldest university. How about a Goethe dinner, where a walking tour by a talented actor finishes with a relaxed traditional German feast? You could even choose the Solarship, a luxury vessel which can cruise the river powered only by the rays of the sun.

■ South-west: outside the motor city of Stuttgart is the outstanding beauty of the Black Forest. Ideal for walks and large scale dinners, but how about a ropes course experience? Abseiling from dizzy heights, flying over gorges, there’s no better way of building team skills.

And for something a little less death-defying, how about using Europe’s largest hot air balloon fleet and drift over the breathtaking forest, champagne in hand? Then finish an exhausting day with a visit to the spa or casino.

■ South-east: Bavaria is well-known for its traditions – sausages, the Oktoberfest and “Schuhplattler” dancing. Try a tour through the Felsengänge (underground passageways) of Nuremberg, and learn how the Bavarian national drink is craft-brewed according to old traditions. Or consider staying teetotal – for a few hours at least – to sample the exceptional travel experience which is the AAGLANDER-Outing. This is one of the first mechanically propelled carriage ever built and, although it has a combustion engine, it is steered with “reins’. An unforgettable experience and unique way to explore the old Germany.

■ Berlin: Berlin is a city immersed in history and politics, divided and then united. Famous art collections and designer studios are in abundance. And the many iconic sites of the city can be visited in a convoy of belching Trabants, helicopter, or even in the legendary Candy Bomber, the plane flown during the American Airlift, which helped save Berlin. Just outside Berlin in Potsdam is the German Versailles, the Sanssouci Castle, as well as the legendary film park Babelsberg, where films were made by such stars as Marlene Dietrich. Krongut Bornstedt, a UNESCO World Heritage site features everything including candle making, fine dining and music festivals. For teambuilding, take to the water for races in small boats and rafts.

As you can see, for incentives with a difference - and for parties of 5 to 500 - Germany really does have it all.

For more incentive ideas in Germany viewwww.germany-meetings.com/incentives

You may know Hamburg as a major port city, but did you know it has more bridges than Venice? The late John Lennon said “I’ve grown to adulthood in Hamburg, not in Liverpool”, and on the Beatles City Tour you can relive those magical years when Hamburg was the centre of the musical universe. The tour includes a trip to the Star-Club as well as other locations where the Beatles and other bands lived and performed.

■ Central: Osnabrueck is best known to history buffs as the site of the Peace of Westphalia in 1648 which marked the end of the Thirty Years War. It’s an era steeped in history, and perfect for incentives. How about a city tour by candlelight, enjoying a multi-course meal at a number of different restaurants? Or – because food is so important to this region – why not try a cookery team-building event, or a cocktail-mixing competition? And what about a “murder” between courses, a live-theatre spectacular, using stories from the cult book “Murder between Knife and Fork”. Can you solve the dastardly crime before the liqueurs arrive?

■ East: the lovingly reconstructed baroque city of Dresden can play host to a variety of different events, from a GPS-controlled treasure hunt through the city, or a competition to make a blockbuster movie, through to a baroque rallye!

■ West: start with the cosmopolitan city of Cologne, where the adventurous can climb the winding staircase to the roof of the cathedral, where either the view or the height will take their breath away. Then try the Casino Vinophil, where the appeal of gambling is combined with gourmet delights. In Dusseldorf, try your hand at boat polo, followed by a party on the sandy beaches of the Unterbacher See. Or head to Bonn, the home of Beethoven, and also the former seat of the German Federal Government; a tour of the city can be finished off with a private dining experience on the Rhine.

And for the “petrol heads”, head to the “Nürburgring”. Formal meetings and dinners can be supplemented by genuine team challenges; imagine 4 drivers sharing one car – at the same time. And if you don’t want to go on the track, try your hand at competitive tyre changing, and see how you compare with the professionals.

■ Frankfurt / Rhein-Main / Neckar: Frankfurt is seen as a very modern city, and home to many international banks, but close by is the romantic Heidelberg, long a renowned centre of scientific research and home to

12 6.THEMEETINGSMARKETPLACE–ANOVERVIEW

There are a host of different kinds of events, and the choice is growing. Conferences (or congress, or

conventions – it may depend on which part of the world you’re from) can be large-scale events with massive international audiences of up to 20,000. Smaller events may average up to 1,000 delegates. They can be organised by commercial organisers or trade associations. Smaller meetings may vary from staff conferences through to executive retreats or the legal requirement of an AGM.

Governments, too, are organisers of large events, conferences, seminars, roadshows and meetings, which also bring security and political dimensions. Major events

(such as the G8 or G20) will require a supporting army in the thousands.

Traditionally, one of the biggest meetings markets is the association sector. With an estimated 60,000 associations (according to the Union of International Associations) some with tens of thousands of members, this sector of the market has been the most resilient to the recent economic recession. Although these may not be the most sophisticated events, they are often the largest and most complex, with numerous different formats; main plenary, breakout sessions and lectures.

They will also require a huge mix of different types of accommodation (sometimes known as “housing” in some countries).

Many events are created and run by commercial conference organisers. There is potentially a huge profit to be made from this market. For example, Irvine (now Lord) Laidlaw created the Institute for International Research (IIR) which grew quickly to become a major conference and seminar organiser. Laidlaw received £731 million when he sold the company to Informa in 2005.

Then there is the corporate sector: companies put on events for a host of reasons, aimed at their staff, clients, prospects, stakeholders and the press. Events may be used to sell, to communicate or to motivate. Companies may also use meetings to educate their staff; and there are also events to meet legal requirements, such as AGMs and shareholders’ meetings. More recently, the US meetings sector has adopted the acronym SMERF to highlight a growing sector of the market. These are not small blue elves (they were SMURFs) but is a way of segmenting and targeting new markets. SMERF stands for (and there are a couple of variations):

■■ Social (or Sports)■■ Military (and military reunions)■■ Educational■■ Retiree (or Religious)■■ Fraternal (college and university reunions)

6. The Meetings Marketplace – An Overview

6.THEMEETINGSMARKETPLACE–ANOVERVIEW 13

■ Meetings Statistics

As the meetings and events market becomes more sophisticated, the industry is developing more sophisticated research and measurement tools. These can provide a wealth of valuable data to help organisers.

At www.germany-meetings.com you can access much of this material, and we’ll also keep you updated through our regular newsletter.

Many of the industry trade associations provide research, much of it culled from their international memberships. These include:

Meeting Professionals International www.mpiweb.org

Society of Incentive Travel Executives www.siteglobal.com

Professional Convention Management Association www.pcma.org

International Congress and Convention Associationwww.iccaworld.com

International Association of Congress Centreswww.aipc.org

Center for Association Leadershipwww.asaecenter.org

Convention Industry Councilwww.conventionindustry.org

Destination Marketing Association Internationalwww.destinatinmarketing.org

European Federation of the Association of Professional Congress Organisers

www.efapco.eu

Major trade events such as IMEX in Frankfurt to which the GCB is a strategic partner are also opportunities to stay abreast of the latest developments, and to keep up with trends and research.

www.imex-frankfurt.com

14 7.MEETINGPLANNINGASADISCIPLINE

All meetings require different levels of planning. Some organisations will have full time organisers, but others

will use a network of support that can include major companies through to specialist consultants.

There is also a new discipline being developed, known as Meetings Architecture TM. Created by Maarten Vanneste, this serves to greatly increase the success of meetings.

As Maarten explains in his “manifesto”, published in 2009,

“Meeting Architecture is the task of designing the content and format of meetings in order to achieve the desired participant behaviour. The Meeting Architect cannot start his work until behavioural objectives are clear and one of his most important contributions will probably be to help meeting owners define all the appropriate objectives for the meeting. He then uses a wide range of skills and tools, before, during and after the meeting, in order to provide participants with the Information…the Meeting Architect also needs to be an expert in measuring the extent to which participants learned and remembered the information, developed relationships through networking and achieved the desired motivation. He must also be able to measure the extent to which these activities lead to the planned participant behaviour that stakeholders need in order to gain the greatest possible value from the meeting. “

Maarten has summed up his current thinking in a diagram designed to show all the skills and disciplines needed to deliver effective meetings (fig 1)

This is a new area, but as the diagram above shows, it brings together thinking from a host of other disciplines.

For meeting organisers, it is important to consider the three phases of any meeting – the before, during and after sections – and to consider what needs to be done in each of these parts. That may mean being aware of a whole range of different subjects, such as design, marketing, communications and training, as well as having a substantial knowledge about the technologies available to help with every aspect of meeting planning, design and delivery.

Meetings Architecture is intended to move the role of the person involved in organising events away from simply the logistics and day to day planning and towards a more holistic approach to ensure meetings deliver results.

The approach is outlined in more detail in Maarten’s book “Meetings Architecture”. Maarten has also created an association for suppliers of products and services that can help planners and organisers at any stage of their events, the Meeting Support Institute (MSI). More details can be found on their website, and MSI and many of its members can be found at events such as IMEX.

For more information, go towww.meetingarchitecture.comwww.meetingsupport.org

7. Meeting Planning as a Discipline

8.WHOWANTSTOBEANEVENTORGANISER? 15

Over the next few pages, we’d like to run through some of the basics of running effective meetings and

events.

Meetings should not be run for the joy of running meetings, but because they are the most effective way of achieving defined business or organisational goals. And successful meetings are run by skilled meetings planners. Meeting Planners fall into two main categories. The first is the member of a corporation, association, government department or academic institute whose role is to organise events.

The second is a Professional Congress Organiser (PCO) who may be hired to plan and manage an event on behalf of a client.

■ The Role of the Organiser As Vanneste’s model demonstrates, an organiser of conferences and meetings is not simply an administrator of goods and services, (although sadly that will be the opinion of many people!)

The purpose of every meeting is to communicate, whether it is information, ideas or simply enjoyment, so anyone responsible for planning a meeting, conference or congress is in the business of communication. As an organiser the task is to make sure that this communication process is effective - and that is a very wide brief. It can include:

■■ planning the message (as well as the medium)■■ selecting topics and speakers■■ creating programmes■■ evaluation ■■ logistics (management, venue selection, registration,

transport, marketing, accommodation, media and many other areas.)

You will also need to accept that almost everyone you meet will think they can do the job better than you! After all, how complex can a meeting be?

Well, the role of an organiser is getting ever-more complicated. New issues are added to all the traditional issues, including:■■ advanced audio-visual options – so you have to be a

technology expert ■■ complex contact issues with major events – so you

have to be a legal expert ■■ pressure to make your events reflect current CSR

and sustainability issues – so you have to be a “green” expert

■■ dealing across countries and cultures, and keeping a plethora of stakeholders happy – so you have to be a politician, negotiator and diplomat all rolled into one!

That’s a heck of a job.

Oh, and you could also be managing a whole array of internal staff and external suppliers, all of whom think you have the most glamorous and easiest job in the world.

And when everything is going well, thanks to all your efforts, no one seems to notice, or care. But when there is the slightest mishap, well then everyone will let you know.

So, the essentials of successful event management are:

■■ Formulate (and stick to) clear aims and measurable objectives, as we’ve just seen

■■ Plan in detail (as we are about to see)■■ Set the budget in detail and monitor expenditure on

an ongoing basis■■ Create a stimulating and balanced programme, and

understand the needs and expectations of your delegates

■■ Choose a suitable venue in an appropriate location ■■ Communicate plans and decisions to everyone

involved (in writing) ■■ Be constantly inviting your prospects, and reassuring

those who have already booked that they have made a great decision

■■ Create a motivated operations team and lead from the front

■■ Keep your administrative procedures simple ■■ Always be on the lookout for new ideas that can

enhance any aspect of your event

8. Who Wants to be an Event Organiser?

16 9.GETTINGSTARTET-AIMS,GOALSANDOBJECTIVES

So, for example:

Specific: ”The aim of this meeting is to have the most successful Widget Association Meeting ever”

Measurable: “We will achieve the highest number of paid-for delegates, who score the event at least 8 out of 10, and generate a total surplus of €75,000”

Achievable/Agreed: “this represents a 4% increase over the last event, and technological developments should make this possible”

Relevant/Realistic: “the sector has shown a slight decline, but these numbers can be achieved without reducing the quality of the audience”

Time-bound: “marketing will start 3 weeks earlier with the intention of achieving the results 2 weeks before the event starts”

This approach is essential to be able to secure the backing of all involved. You may also find that sponsors will not commit without this level of detail, so they can ascertain what they will get from supporting you.

It was well said that “if you don’t know where you’re going, you’ll never get there”. If you want your event

to be successful, then it’s vital to know what “success” looks like.

That’s especially true when you consider that technology has advanced at an incredible rate in the last decade, and therefore the reasons for doing an event which were valid in the twentieth century no longer apply.

So, when you are deciding on an event, you need to be clear that a face-to-face meeting is the most effective answer (even if this is supported by other technologies) and ensure that you create a list of objectives that become the core of the event.

And objectives – as you probably know – should be SMART. That is

Specific (make sure everyone agrees on the “why”)Measureable (this can be hard, but it’s essential to try)Achievable (or Agreed)Realistic (or Relevant)Time bound

9. Getting Started - Aims, Goals and Objectives

10.PLANNINGYOUREVENT 17

A meeting is not the most complex project you will ever have to organise; it is, however, one of the most

public. And with long lead times, that means there are plenty of opportunities to make public mistakes.

So it’s essential to plan the event in detail, and - be warned – organisers often forget how long major meetings can take to organise. Large associations will regularly be working up to a decade ahead with their events; after all, 60,000 associations means a lot of competition for the most popular venues and dates.

So once the key SMART objectives have been agreed, the planning process should be started and made public. There are a number of bespoke systems that can be used for planning major events, and these are changing all the time.

(In fact, the meetings industry is so vast it even has its own exhibitions. So why not attend one of these – for example, IMEX, in Frankfurt – where you can see the latest meetings technology, as well as seeing a host of countries and venues?)

As the organiser, you will also be working through teams of people and external agencies, and all of these will

require different levels of management information, so you will need to ensure you have a system that everyone can access and work with. Different groups will need different levels of access; for example, you may wish to keep the financials hidden from outside agencies.

You will also need to be aware of legislation governing the collection and control of data, which can vary from country to country, so rigorous security will need to be included.

And you’ll need strict control over what data can be altered and by whom. In Excel, for example, you can “lock” some cells so that only the spreadsheet creator can make amendments.

As organiser, you’ll probably want to have access to every piece of information, but your clients and stakeholders will probably get bored with (or not understand) much of the data, and will only require top-level feedback.

It doesn’t matter which software package you go for, providing it gives you – and your stakeholders and suppliers – the information you need. It should be readable on both PC and Mac, and able to produce clear

10. Planning your Event

18 10.PLANNINGYOUREVENT

correlation and dependency between tasks; for example, the website can’t go “live” until the destination is chosen; the workshop booking sessions can’t be promoted until speakers have been confirmed.

a table, showing dates along the top and tasks down the side. It can be an effective visual, and each agency or department (or function, such as marketing) can have a line. However, it is important to show the

graphs that will allow the reader to understand how the event is doing against budget.

This can be helpful to prevent panic or conversely to act as a call to action. For example, some stakeholders might not be particularly worried if bookings seem to be slow; but if you can show how these compare with historical trends the non-expert may be able to see that remedial action is necessary.

Your system should also allow you to produce the two basics of project planning.

Firstly, the timeline. This is usually a simple visual, working backwards from the end of the event, which shows key dates and milestones. It can be very useful to show how well (or not) the project is progressing.

Then, the Gantt Chart, named after the American engineer Henry Gantt. This is often presented as

Source: Wikipedia http://en.wikipedia.org/wiki/File:GanttChartAnatomy.png

11.CSRANDGREENMEETINGS 19

For many years, the concept of being “green” has been seen as a passing trend – a fad. But the legal and ethical

pressures to protect every aspect of the environment have never been greater.

There have been a number of initiatives to reduce the impact of meetings and events, addressing issues such as:

■■ Reducing energy demand■■ Retrofitting old venues and designing new ones to

minimize energy consumption■■ Using hybrid vehicles■■ Sourcing food locally to reduce “food miles”■■ Reducing and recycling■■ Carbon-offsetting flights and using more effective

transport options■■ Sourcing “green” power

Organisers can play their part by:

■■ Using the Environmental Performance Index (EPI) to learn about a country’s environmental sustainability (http://sedac.ciesin.columbia.edu/es/epi/downloads).

The EPI uses 16 environmental policy targets to measure a nation’s commitment and efforts towards protecting the planet. The latest news are published by the Federal Ministry for the Environment, Nature Conservation and Nuclear Safety (http://www.bmu.de/english/aktuell/4152.php)

■■ Using a questionnaire (such as the one available from Blue Green Meetings) to see how well each city is fulfilling its environmental duty (www.bluegreenmeetings.org)

■■ Choosing a location that is easily reached by your delegates, and can also offer fast, effective rail links

■■ Include a “Sustainability Preference” clause when putting together your RfP.

■■ Choosing “green” venues and suppliers. An organisation such as GCB will usually be able to provide a list. Germany is a leader in Green Meetings. The GreenMeetings and Events Congress serves as a help for organizers and offers pioneer work for its line of business. Together with experts from different sectors the conference will recommend instructions and possible solutions for sustainable meetings. Aims of the GreenMeeting und Events are the sensitisation

11. CSR and Green Meetings

20 11.CSRANDGREENMEETINGS

The largest wind farm and solar power capacity in the world is installed in Germany, and the country is known for its environmental consciousness. It is the leading producer of wind turbines and solar power technology in the world. As a result of energy-saving measures, energy efficiency has been improving since the beginning of the 1970s, reaching 14% in 2007. The German government has set a new target to increase this share to 27% by 2020.

The new ISO standard 20121 is a project of the committee ‘Sustainability in event management’ (Source: www.nadl.din.de). The new standards will monitor venue management, supplier selection, communication and transport from the sustainability aspect and will apply to all types of events - be it exhibitions, sports contests or concerts.

By the way, as you’d expect, we practice what we preach; the GCB takes account of sustainability when organising its annual general meeting and other in-house events.

And if you check out the website you’ll find a section on the ‘Green Meetings’ area offering comprehensive advice on sustainable event planning including a CO

2 Calculator

that was jointly developed with CO2OL):

www.germany-meetings.com/greenmeetings

■ Further Reading

The Green Meeting Guidewww.greenmeetingguide.com

www.germany-meetings.com/greenmeetings

www.mygreenmeeting.de

for the problem of environmental pollution of events, giving a hand for meeting planners in environmental management, suggestions for suppliers and establishment of green meetings and events.

■■ Making your commitment to sustainability explicit throughout all your marketing and communication collateral. Explain how all participants can get involved. Activities that some organisers have done include:■■ Having a tree planted for each delegate■■ Making one of the convention activities a

community cleanup■■ Donating to an environmental charity

■ Sustainability in Practice

A typical event of 3,000 delegates would generate:■■ 90,000 cans and bottles■■ 75,000 cups■■ 87,500 napkins■■ 62,500 plates

(source: Meeting Strategies Worldwide)

So to move towards a zero waste event, there are some simple steps

■■ Remove all garbage bins and replace them with recycling and compost bins

■■ Reuse decorations. See if you can use those that are already included. If you have to buy new ones, invest in those that can be used again, or donate them to the venue afterwards

■■ Use china crockery and linen tablecloths and napkins■■ Avoid sachets for condiments and opt for dispensers.

After all, milk tastes much better if it’s not stored in plastic pots!

■■ Give gifts that require little or no packaging■■ Forget stacks of paper and opt for CDs or memory

sticks. Or just make the event available through the web afterwards

■■ Consider giving delegates branded reusable water bottles for the whole event, which they can keep, and provide plenty of water fountains. Alternatively, insist on jugs, rather than bottles of water. And avoid plastic cups!

Germany is committed to the Kyoto protocol and several other treaties promoting biodiversity, low emission standards, recycling, and the use of renewable energy, and supports sustainable development at a global level.German government policy promotes energy conservation and the development of renewable energy sources, such as solar, wind, biomass, hydroelectric, and geothermal energy.

12.CHOOSINGYOURMEETINGDESTINATION 21

When it comes to choosing a destination for your meeting, then the world may – literally – be your

oyster. However, some companies or organisations have strict limits which you should consider; for example, some associations will never go back to the same country two years in a row no matter how good the event, because to do so would upset a large proportion of members from other countries.

You’ll often find your clients have ideas about where to hold the meeting; however, as we mentioned earlier, this is because everyone thinks they are an expert in this field. You will have to listen patiently while people explain that they stayed in a ‘lovely little place’ on holiday and it would be perfect for the conference because the “beaches are so clean”.

Of course, business and leisure trips are very different, and the easiest thing to do is to get the stakeholders to identify what they feel are the important considerations. Now, every meeting will be different, but these thought-starters might help you.

■■ Revisit the aim of the event; if it’s mostly educational, then a large number of seminar and lecture rooms might be required (a university city?)

■■ What level are delegates, and who is paying? (If large hotel stocks of 2-4 stars are necessary, that may well limit the choice to a number of major cities)

■■ Does the event have to rotate through a number of locations? (that could eliminate some of the popular destinations)

■■ What has been the response from previous destinations? (Complaints about travel times could indicate a city with a major international airport is required)

■■ Is travel time an issue? (In which case cities with good train connections might be required.)

■■ Is delegate budget an issue? (Does the venue also need to be on a route for budget airlines?)

■■ Political and social considerations (for example, events promoting sustainability need to be somewhere where the country holds a similar commitment)

■■ Climate: will excessive heat or snow put off some delegates and cause potential problems with travel?

■■ Levels of support (what level of “subvention” – support for the event from the region – is also available?)

■■ Local attractions – when delegates finish in the meeting room, what is there for them to do outside?

■■ Technical support – will there be a choice of agencies to provide the necessary support, and does the infrastructure meet your standards (e.g. availability of Wi-Fi, broadband speeds etc?)

■■ Delegate safety issues (there are some parts of the world which – outside the venue – can represent real danger for visitors)

Remember, you will never please everyone, but it is important that the destination is driven by the needs of the event, rather than because of any personal preferences.

www.germany-meetings.com

12. Choosing your Meeting Destination

22 13.THEROLEOFTHERFP

As an event organiser, you’ll be defined by what many people see you actually doing on the day – the

running around and organising.

But the truth is that much of your life will be invisible to other people – like the veritable iceberg, with nine-tenths underwater! It will involve lots of planning and negotiating that happens long before the event takes place.

And one tool that will be essential is the Request for Proposal, known as an RfP. This will help you secure the best suppliers at the most effective price. For some events these may be sent out years in advance.

An RfP is used at the earliest stages of a purchasing or procurement process, and involves issuing an invitation for suppliers to submit a proposal on a specific product or service. The point of an RfP process is to bring structure to the procurement decision and allow the risks and benefits to be identified clearly upfront. Depending on the style it may dictate the exact structure and format of the supplier’s response. However, that may limit the amount of creativity and innovation that suppliers can put into their reply.

An RfP will usually require more than just a request for the price. You may discuss the type of event you are undertaking and provide specific examples of what is required, to allow the potential supplier to come back with a fuller response. For example, if you were looking for a city to hold a meeting, it would be sensible to give some background information on the types of locations used previously, the numbers and demographics about the delegates, the nature of the event, and even feedback from delegates. That information would allow respondees to customise their response more effectively.

Generally RfPs are sent to an approved supplier or vendor list, so you will need to decide how this should be drawn up. There may be certain constraints – for example, some organisations might limit the host destinations to one that has an international airport within an hour, or which is on a certain continent. Potential suppliers may have come onto your list through recommendations and

referrals, through previous meetings, through sourcing from another department.

However, bearing in mind that you could have to send out RfPs for a host of different services (travel, accommodation, AV, technology, registration, etc) you may want to think carefully how many suppliers you approach in each category. Many purchasers believe that the more RfPs sent out the better, but this is not always the case.

For example, if you were a hotel and had received an RfP (and knew how many had been sent out) you might put less work in to your reply if you knew you were one of 50 being invited to submit a proposal. After all, there’s only a 2% chance of being successful. But if you were one of 5, then the odds rise to 20%, so you could be tempted to put more thought into customizing your reply.

Although there is no defined structure for an RfP, some trade associations have produced templates, and you’ll find links in the resources section of this brochure. RfPs may include requests for information on legislation, equal opportunities, additional benefits and “perks” and prices, although this may have to be indicative in the first round. In return, you should provide clarity on dates and time frames for making decisions, and being open about the decision-making process.

You may also come across other bits of jargon at this stage of the process. These include:

■■ Best and Final Offer (BAFO) Sometimes used during negotiations

■■ Request for Quotation (RfQ) Often used when the specification is already known, and it’s usually just about price

■■ A Request for Information (RfI) Sometimes used to see whether a supplier should be added to your RfP list.

■■ A Request for Qualifications (RfQ) Similar to an RfI, it’s designed to see which companies might be quickly eliminated from the process

13. The Role of the RfP

14.NEGOTIATINGYOURSOCKSOFF 23

one might be referring to the latest high definition projection system, and the other is referring to a battered old flipchart sitting in a cupboard. Be clear on what you need, when you need it, and the quality you will accept.

■■ Remember, negotiation should be about win:win. So it should always be done in a fair, professional and friendly manner. You’re looking to start a relationship, not make enemies! If you continually beat a supplier down on price, there’s a good chance the quality will suffer.

■■ Make sure that you do your homework before you start negotiations. For example, if a hotel presents you with its tariff – often known as the “rack rate” – it could be useful if you respond showing print-outs you’ve found on the web of how much they do sell

Meetings and events can be costly, so it’s vital that you understand how vital it is to negotiate on

everything.

The starting point will be the RfPs, which we’ve spoken about. These will allow you to draw up a shortlist of suppliers for each section of your event, and then make a decision.

Good RfPs and procurement practices will allow you to play companies off against each other. However, it’s important getting the balance between negotiation and bullying. Here are a few things to think about when it comes to negotiating on meetings.

■■ Make sure that, when you compare suppliers, you are comparing like with like. For example, two hotels may both state that AV is included in their prices; but

14. Negotiating Your Socks Off

24 14.NEGOTIATINGYOURSOCKSOFF

■■ You should also make clear whether you are acting as an intermediary of any kind. Within the meetings industry there are a large number of agents who provide a “free” service to organisers in finding rooms, but receive a commission from the venue as a reward. If the venue knows that you are the end user, and no commission is payable, they may well reflect this by offering you a lower rate.

When negotiating, have the contract on hand to discuss some of the important details. For example, the hotel wants your guarantee on a minimum number of rooms to make your event worthwhile, and will be looking to agree cancellation terms that will increase as the event gets closer – because they have less chance to sell those rooms to anyone else.

You, meanwhile, will be looking to reserve the lowest number of rooms, in case you don’t manage to sell as many places, or your delegates don’t turn up. This is the tightrope that both sides have to walk, and it’s worth both parties being sympathetic to the demands of the other.

Contracts can be complex, and you may need to take legal advice. But do make every effort to read and understand what the terms actually mean, rather than ignore them and hope that no issues will ever arise, which invites disaster.

But remember the old saying, “the quality is remembered long after the price is forgotten.” No-one will thank you for delivering a meeting which came in well below budget if no-one has anything positive to say about the experience!

their rooms for through consolidators. Similarly, if you’re discussing AV, prepare yourself by finding out how much AV systems cost to rent or buy outright – there may be cheaper ways of achieving the same result.

■■ Don’t obsess too much on price, but look where both sides can leverage benefits. Think about all the areas a venue could be flexible; upgrading all your delegates to “executive” rather than “standard” rooms could create a huge amount of goodwill, but will cost the hotel nothing, if the rooms are already available.

■■ The more time you have for planning, and the more flexibility you can offer – for example, in terms of dates – the better the deal that can be struck. For example, most luxury city hotels have lower occupancy on a Friday night, so you should expect this to be reflected in the rates. Similarly there are some months of the year that are harder to sell than others.

■■ Share details of your event with the hotel, so they can see other possible income streams. For examples, if the venue believes it will make more money from a captive and wealthy audience – through food and beverage, in-house services, etc - they may reflect that in a lower room rate.

■■ Because you could be discussing an event that takes place months or years ahead, be willing to negotiate a degree of flexibility that reflects how interest, inflation and exchange rates could move. This is quite a complex area, but there are organisations who can help with what is known as “currency hedging”, which gives both sides the opportunity to fix rates well in advance.

15.DELEGATEMANAGEMENT 25

Some meetings can see thousands of delegates flooding into a city, and these people will need to be managed.

You may choose to recruit the services of a Destination Management Company (a DMC) who will usually be local to the city and can provide you with all the support you need. If you want to meet DMCs to sound them out (or send off some RfPs), then the local CVB will be a good place to start.

Some organisations will put on an event and allow delegates to make their own way; others may act as a travel agency and handle everything. That choice is yours, but do remember that handling travel and hotel logistics can be an onerous and thankless task.

Many major association events communicate deals to their members through the website and regular e-mail alerts. In some cases that can mean negotiating special rates with airline and rail companies. This need not be too complex; most travel companies know how lucrative events can be and will be delighted to help. Delegates are given a code unique to that event which can then be used when they book their tickets.

Hotels may also offer special deals and, in some cases, offer a rebate to the organiser in the form of a commission for every booking that comes in. This may assist with your budgeting, but do remember that many business travelers are now used to working out their own deals through websites such as Travelsupermarket and Expedia, and won’t take kindly to you quoting them a ”special” rate that is higher than a rate they can get elsewhere!

Traditionally, delegate management was fraught with problems, but the internet has made the process far simpler. There are a number of web-based software programmes that you can use for your events, which make the whole process entirely automated, and which can link in with other packages, such as airline booking systems.

Of course, with the speed of the web’s progression, the moment we tell you about the latest system, another one comes along that’s even better. And the best system is the one that meets your needs. So to keep up to date with the technology, consider going to a major industry show, such

as ITB in Berlin or IMEX in Frankfurt and meet with the suppliers who can show you their latest offerings.

It’s also vital that all the communication explains to the delegate what their fee will – and won‘t - cover, and what arrangements they will need to make. Generally, delegates expect to get to the host city under their own effort, but from that point on you need to consider issues such as ground transport, moving people between airports, stations, venues and hotels – as your responsibility.

But don’t worry; an organisation such as GCB can help with all the logistics and the DMCs can ensure a fleet of coaches and an army of charming hosts will deal with all the travel logistics during the event.

You may also find that some large cities will help with free or subsidized tickets for local transport, which is a perfect solution to delegates who like to do their own thing. This support – sometimes known as “subvention” – can also take the form of free maps, guidebooks, passes to attractions, access to private or state venues, and even events hosted by the city to welcome your party.

As with all aspects of events, it’s the planning and detail that makes the difference. In conjunction with the CVB and DMC, work out where you will need to consider putting reception desks and staff, so that your delegates never feel isolated, and then think about how well these people need to be briefed.

And – reflecting the world in which we live – you may also need to make sure your delegates can contact the organising team 24 hours a day. That means a mobile phone and an e-mail address that are monitored 24 hours a day.

Just in case!

15. Delegate Management

26 16.MARKETINGYOUREVENT

You may remember a film with Kevin Costner called “Field of Dreams”, with a strap line picked up by enthusiastic supporters of “if you build it, they will come.”

Well, it worked to swell Mr C’s bank account, but the truth is that, if you want to fill your meeting or conference with happy (paying) delegates, you need to do an awful lot of marketing.

Now, there are many excellent books on successful sales and marketing strategies, and we’re not going to repeat their content here. And your task may be made easier if there is a degree of “must attend” about your event. For example, in some professions, many delegates have to earn Continuing Professional Development accreditation (CPD) and conferences can provide much of this.

But let’s just identify the basics of event marketing.

Firstly, you need to have a compelling message; that means finding out what your sector wants and needs, and then delivering a solution. Now, that may sound a little simplistic. But the truth is, successful marketing is simple to explain. It’s not as easy to put into practice.

Once you know what your solution is (which can take some considerable research, and might involve a specialist agency, or panel of experts from your industry) you need to convert it into a compelling message. Remember that message should be explicit about what’s on offer, and also effectively translated into other languages.

Your message should express the reasons for attending the event! In marketing-speak we talk about the WIIFM factor. It stands for “What’s In It For Me”, and it’s a question everyone reading your material will ask. You see, we’re all busy people, and your conference is going

16. Marketing Your Event

16.MARKETINGYOUREVENT 27

When it comes to promoting your event, use every possible channel. Think associations and partners; on and off-line channels, new media avenues such as Facebook, Linked In, Twitter; cross-promotion with other publishers; and anything else you can think of. If your event is international, explore every possible channel – and don’t forget to talk to the host country for support. If you were running a major event in Germany, the GCB can help with both local promotion and support through its network of world-wide business partners.

(And we also offer advice and guidance about how to make the most of the ever-changing phenomena that is “social media.”)

You may also want to think about having a regular conversation with committed and potential attendees through regular e-bulletins. New speakers, sponsors and features will be added to your event through the weeks and months leading up to it, and you need to tell the world. That’s vital – because there will be some readers whose “scales” originally made them say “no” but which might become a “yes” as the weight of the benefits mount up.

to cost me time and money. So you need to think about how I can justify attending, to help me make up my mind.

Identify all the many reasons why a delegate should attend your event. Some are obvious – the networking, the CPD, the research reports, for example – but some may not be. For example, conferences may provide a rich opportunity to “head hunt” new staff, or to meet with potential partners. Don’t assume that all the many benefits of “live marketing” are obvious to everyone.

When you identify the reasons for attending, remember to make these explicit benefits, rather than just features. For example “meet the ten leading experts on Widget manufacturing” is a feature; “bring your Widget-manufacturing issues to be solved by the ten leading experts” is a benefit.

Imagine your reader – and potential attendee – has a pair of mental “scales” in his head. On one side is the cost of attending – the fee, the associated costs, time away from work and family – and on the other side are the benefits; CPD, personal advancement, networking, brainstorming, inspiration, etc. You need to make sure the benefit side outweighs the cost side. And the secret is good copywriting.

And if you can actually add a monetary value to your event, so much the better; “you can hear from leading experts who each charge $10,000 a day for in-house consultancy for just $2,000. What an incredible opportunity.”

28 17.FINANCEESSENTIALS

Many would-be organisers get swept up with the idea that meetings and conferences are a license to print

money.

It’s true that commercial organisations and associations generate substantial revenues from events; but it’s worth noting that there are financial risks.

Firstly, accurate forecasting and tight financial controls are essential. Every aspect of an event needs to be closely scrutinized, and the planning and implementation activities should be left to professional organisers. Steering committees can be useful to provide a strategic direction to an event, but financial analysis should be monitored daily.

It’s also essential that all costs are taken into account. For example, if an association employs an in-house organiser whose salary (and benefits) come to $50,000, and that person is responsible for organising 5 major events each year, then immediately there is a cost of $10,000 that must be attached to each event, just to cover the employment bill.

Some areas of event organising can generate additional financial complexities. For example, exchange rates can move quite dramatically over a 2-year planning period, and contingency budgets become essential. Some

organisations will also explore the areas of currency “hedging”, fixing the exchange rates for an agreed period. This may reduce the risk of price rises, but conversely could cost you if the exchange rate moves in your favour.

Because many events cross national and international boundaries, there may also be issues such as variations in VAT that will need to be addressed. The rate differs between countries, and different rules also apply to when VAT can be claimed back.

The role of finance is also to ensure that money comes in – hopefully – faster than it goes out, which means ensuring the processes are in place to receive payments from delegates, sponsors and exhibitors. Again, this may mean dealing with international banking rules and adhering to ever-stricter laws on international trade to prevent “money laundering”.

The finance team may also be responsible for checking out the status of potential participants, undertaking checks on the stability of the organisation.

And finance also need to make sure that the operational teams have the resources they need, to pay for marketing and logistics, and to make sure funding is in place to pay for the consultants and agents whose role it may be to provide specialist services, such as sponsorship and sales.

17. Finance Essentials

18.SPONSORSHIPFORYOUREVENT 29

To help with the financing of your event, you may want to consider securing sponsorship. This is not

about asking for donations; sponsorship is “payment in return for access to a venture that you can exploit to meet your objectives.”

So plan your event with sponsorship in mind – maybe even talk to some potential sponsors who could be willing to part with money, or “goods in kind”. For example, if a printing company offered to sponsor your event by printing all your brochures for free, rather than giving you a cash contribution, that still represents a substantial financial benefit. Some companies will state their sponsorship policies on their website; with others it may just be a question of asking nicely.

If you talk to potential sponsors and think about what they are looking to achieve, you’d be surprised at the opportunities that exist. So it’s essential that you create an asset register that lists all the potential opportunities for logos to be displayed. This will include websites, printed materials, delegate bags, hotel signage, merchandising, banners, seat backs, registration desks, uniforms – in fact, pretty much anything.

Once you have your register, it’s time to start thinking about “impressions”; that is, how many opportunities people will have to see these things. Why? Because without that evidence it’s hard to start putting a value on the worth of the sponsorship. So a banner on the main webpage of your event will have greater value than one on the page that talks about local attractions, because inevitably more people will see it.

The next stage is to package your assets. This is important because it’s not cost-effective to be selling $50 web banners one at a time. Packages can be arranged by price, or addressing part of the event. For example, some organisations might be keen to sponsor only your press office, because they have a message they want to get out to industry journalists and magazines. Again, creating packages may be done in conversation with potential sponsors, as it’s foolish to try and guess exactly what they want to achieve. However, as sponsorship could include naming rights (for example, the 2012 Acme World Widgetex Conference) you need to start with the higher value packages and the major players.

You can use an agency to help sell the sponsorship, although this will have financial implications. However, you will need to prepare some marketing collateral to help you. This need not be expensive, and you might like to look at some of the examples used by event industry trade associations to help you. Organisations such as SITE and MPI are skilled at listing their main packages that show the cost and benefit of various sponsorship opportunities.

Sponsorship can be very rewarding, so it is worth having a few meetings with the major players and using your negotiation skills to create a package that works for both parties, and customising the opportunities. However, do be careful not to give away too many “juicy” elements that can damage other opportunities. For example, if one company pays $500 to have their logo on every speaker slide, that might deter a competitor who was willing to pay for a $50 000 package, but now feels their presence would be undermined.

You may also need to have a flexible element of the sponsorship package, because there are some elements that are unknown. So a company might agree to pay you 90% of the published price as a fixed fee, and then pay the extra 10% - or more – if you meet or even exceed the attendance targets. That way both parties are sharing some of the risk and the reward.

Once you have your sponsorship discussions sorted, draw up a contract highlighting what’s been agreed. It doesn’t need to be too complicated, but do make sure both parties are clear on what they are getting.

18. Sponsorship for Your Event

30 19.EVENTSPEAKERS

One of the most important parts of any events is the line-up of speakers, and getting this right is vital. This

is also important bearing in mind how much of your budget could be consumed by those on stage.

The starting point can be to think about what you want to achieve – is this about education, motivation or inspiration? There are thousands of potential speakers, who can talk from 30 to 90 minutes on a variety of topics.

As an organiser you may have a choice of speaker options. Some may already be fully employed by other companies, and therefore can’t accept a fee; expenses and a gift are appropriate in that situation. Others may represent academia, and so speaking on various platforms promoting their research is a requirement. And sometimes, professional speakers are willing to speak at lower rates to break into the speaking market.

But you also have to consider the audience response. For example, many famous politicians are now available to speak, at fees that are simply eye-watering, and you must consider what value your audience will get.

Speaker bureaux can help, but remember they have a vested interest in getting you to hire speakers from them. So make sure you are clear on what you want to achieve, and how much time you have. Meetings are often notorious for not sticking to time, so the situation where you’ve paid $50,000 for a spear for an hour, and they have to condense their presentation into 25 minutes, is not a good one.

Whoever you choose, it’s essential that you have the opportunity to see them in action. Professional speakers will usually have a show reel, video clips in which you

can see them speaking in different situations, along with feedback from clients. You will be wanting to see if they can adapt their material, relate it to different sectors, and share useful experiences. Alternatively, if you are using a motivational speaker, make sure their message is one that is going to resonate with your audience.

You may also think about using “celebrity” speakers. These can have a major impact, but their “celebrity” status may not be as apparent to overseas visitors. Celebrities may also come at a higher cost, with more demands and, occasionally, inflated egos. And if you go for a famous politician, you may also have to deal with a host of very challenging security issues.

Whoever you choose, make sure there is no difficulty in having regular dialogue, either with the speaker or their team. This will ensure that presentations can be received in advance, checked and loaded onto the AV system in anticipation. Most organisers will tell you that getting presentations from speakers is one of the biggest problems. However, it’s vital that this is addressed as an increasing number of events are now capturing the material and streaming it via the internet either immediately or soon after the event.

By the way, if you go that route, do make sure you get the speaker to sign the relevant release documents.

There are many sources for finding speakers, including organisations such as GCB and the industry trade show. But recommendations from colleagues can also be very valuable; many organisers will see dozens of professional speaker presentations each year, and will be able to give you valuable and unbiased feedback.

And in securing speakers – as with every other part of the event process – don’t be afraid to negotiate. Speakers might be encouraged to reduce their fee if it means staying a few extra nights in a luxury hotel, and the possibility of bringing a partner. Some might also wish to negotiate a reduction for the opportunity of having in-house consultancy promoted, or the opportunity to sell their books and CDs. Never worry about asking – they can always say “no”, but more frequently they say “yes”.

19. Event Speakers

20.EVENTTECHNOLOGY 31

A few years ago, the prediction was that technological advances would make meetings redundant; that there

would be no need to meet face to face, because everything could be done over the web, or through other channels.

The predictions never came true, and meetings, conferences and events remain as popular as ever.

However, it is important to remember that, while meetings are still an excellent form of mass communication, technology has come a long way, and therefore organisers need to understand how it can be utilized to make face to face events even more effective.

Of course, as we discussed with on-line registration, the moment someone produces a definitive list of event technology, a new product will appear. So again we’ll give you the advice to keep abreast of what is available by reading industry magazines and attending relevant seminars and trade shows.

To get you started, however, here are a few areas where technology can help. For ease, it’s divided into “before”, “during” and “after”.

Before

■■ Online registration■■ E-newsletters■■ Podcasts – audio and video■■ Automated Call for Papers■■ Online communities – e.g. Facebook■■ Discussion groups■■ Industry forum■■ SMS updates

During

■■ SMS updates■■ Bluetooth messaging■■ Networking technology (SpotMe, RFiD, NTag, Badge

to Match, Poken)■■ Interactive Voting Systems■■ Delegate feedback systems■■ Presentation web streaming■■ HD/3D presentation systems■■ Virtual presenter■■ Satellite linkage

After

■■ Web streaming of content■■ Podcasts■■ Online support■■ SMS updates■■ IPTV broadcasts

It’s also worth mentioning that the launch of so-called “smartphones” have led to the development of numerous “apps” (applications.) Many of these can add immense value to meetings and events, for both organisers and participants.

Don’t worry if you aren’t familiar with all this technology; it’s a full-time job keeping up with it. The important thing is to know it’s there, that it can enhance your events and make your delegates’ experience richer, and that someone can hold your hand through the process. Organisations such as GCB will have lists of providers who can take your events to the next level – you just have to know to ask the questions.

20. Event Technology

32 21.THEGENERATIONGAP

In the 1950s photographer Robert Capa made reference to the term Generation X. Over time the phrase has

come to mean those born from 1961, although as the years go by it can also include people born as late as 1981.

Those born in the 1960s will have seen major changes at work, and been on hand to see the arrival of large mainframe and then the ubiquitous PC. They will also have started work without mobile phones and e-mail, but been around as these concepts gradually became essential business tools.

Generation Y is also known as Generation Next, or “Generation Me” or “iGen”, or the MTV Generation. They are the first generation to grow up with the widespread presence of the internet, and to see the spread of social media.

But we’ll soon be seeing the arrival of the Millennial generation, known as Generation Z, the “always connected” generation, who are now in their late teens and entering the workforce.

Now, you might be thinking “interesting, but so what?” Well, it means many organisers will soon have to be creating events for three very distinct generations. Their knowledge and acceptance of differing technologies, attitudes to meetings, and even the kind of events in which they choose to participate will be very different.

This is a topic that is challenging organisers, and is too large to be covered in great detail here. However, the key messages here are to keep an eye on how communications targeting different generations change their messages; and always to allow time and budget for research into what these very different audiences want. Far too many events are driven by what a certain generation believes everyone else wants!

21. The Generation Gap

22.MEASURINGRESULTS 33

Meetings and events are big business. They are also business and communication tools that provide

unbeatable results. Organisers need to know that meetings deliver. One major 2009 survey revealed that every dollar (or pound, euro or yen) spent on events generates a return of 4.5. That’s a great return on investment.

However, because of the costs involved, many companies are asking for techniques to establish RoI – the Return on Investment. After all, think of how much time away from the office is being spent by delegates, and the opportunity cost that is being incurred.

It is important to ensure people know that attending meetings is actually hard work. Sure, there are great meals in lovely hotels in fantastic locations; but the truth is, meetings and events are usually about business. In a recent article, Martin Sirk, CEO of ICCA, shattered the myth that meetings and events are an escape from “real” work. As he pointed out, event days are longer – 18-20 hours are not uncommon – as meetings start at breakfast and finish with dinners and receptions. Multiple meetings can be achieved,

with all the delegates under one roof; there’s no need for any additional travel. “And current technology means there’s no need to ignore e-mails, telephone messages, or any other urgent office business, wherever you are in the world.”

Business events also often mean travel, which is an opportunity to catch up with all that work or reading, undisturbed, at 37,000 feet.

Of course, some measurements are easier to find than others. Sales leads – and conversions – and publicity and PR exposure are some of the more tangible benefits that can quickly be calculated.

Additionally, many companies opt for extensive feedback to gauge the success of their events. Traditionally this can mean feedback forms, distributed at the end of a meeting, but these can be difficult to get returned, and often delegates are too tired to complete them thoroughly. Post-event surveys – conducted on-line – can be much more effective, and allow organisers to stay in touch with delegates and measure longer-term results.

22. Measuring Results

34 22.MEASURINGRESULTS

example of this, with the “buzz” it creates around its products.

■ Return on Opportunity (RoOp)The word “serendipity” means “a happy accident”, and many great discoveries have been made this way. Think of the thousands of personal connections that events offer – and start exploring and valuing them

www.eventroi.comwww.eventimpacts.com

And finally…

The world of meetings and events is a dynamic and ever-changing one. So we hope this booklet gives you a flavour of how Germany and the GCB are the ideal partners to help you achieve fantastic results.

Whether you’re looking for a venue or destination for an association meeting, an exhibition, an incentive programme, a major conference, a press launch or something entirely new, you’ll find a wealth of advice, guidance and support here at the GCB.

So get in touch. We’d love to hear from you.

GCB German Convention Bureau e.VMünchener Str. 48D-60329 Frankfurt/Main

Phone: +49 69 24 29 30 - 0 Telefax: +49 69 24 29 30 - 26E-mail info@gcb.de

More sophisticated approaches are now also being used. For example, the Norwegian-based Event RoI Institute uses a 5-stage methodology pyramid to really understand the effect that meetings have. Meanwhile, a UK consortium has created the Event Impacts toolkit, which is freely available for organisers to download and apply to their events.

But events are mounted for many reasons. If the purpose is CPD points, then simply measuring the attendance at the event can be a useful yardstick. However, some companies are looking to gain feedback and change perceptions, in which case investing in interactive technology allows them to assess a delegate’s viewpoint “before” and “after” and then measure the difference.

So, the secret of having effective evaluation at the end of an event is usually entirely dependent on the effort to establish measurement at the beginning of the event! Setting clear – and SMART – objectives is therefore vital.

However, other methodologies for measuring meetings should also be considered. Here are a few other thought starters for you.

■ Return on Investment (RoI)Simply more money coming in from the event than was spent on it

■ Return on Marketing Investment (RoMI)As above – but this time it’s the marketing budget: we spent $Y, and we made $Y

■ Return on Objectives (RoO)For that you need clarity on the “why” of running the event – e.g. because we want to raise our profile amongst certain audiences

■ Return on Outcomes (RoO)For example, tasking a huge group with a number of problems, and seeing what solutions they come up with

■ Return on Experience (RoE)This is about using events – and involving the delegates – so that they feel emotionally connected with your organisation, products or services. Apple is a great

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