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 by Dallas Teague Snider

COVID19 and Integrity Meeting Solutions

Hello and thank you for stopping by.

As we all know, this global pandemic has halted a majority of international travel as well as the meeting and convention industry on a massive scale. I first learned of this challenge when a long term client was being asked to cancel her annual international meeting when she was alerted by her board. International travel was beginning to be restricted and within three weeks our entire world had a new reality.

As human Spirit often does, we began to tape into our creativity developing new ways to meet via Zoom and various other online meeting platforms. This doesn’t take away the intangible benefits of meeting in person. It only serves to remind us what a gift it is to be able to gather, meet in-person and build relationships that positively impact our lives and the world as a whole. This health crisis has proven we can find creative answers when necessary. Now can we always seek to be creative- being proactive? In others words, let’s find those win/win/win situations that leave all parties feeling good about their interaction.

A three legged stool builds a solid foundation. What makes up your three legged stool?

Now Looking to Join A Team of Dynamic Individuals

I too am having to reconsider my next steps. With over 30 years in the industry and the last 15 years as an independent business owner, I am open to new opportunities to join the right team. Resorts are currently doing well and tourism will once be an economic driver for communities and cities everywhere. We have learned how much tourism and travel have impacted our daily lives and businesses. Let us not take it for granted when we are blessed to once again travel, meet and visit those special places and face around the world.

We will get through this difficult time in history. Together we can emerge and better more hospitable world.

I am still available to do hospitality training for your team. I would also be open to explore any potential position that might be a good fit.

Best regards,

Dallas Teague Snider, CMP, MMP

Ready to join a team where my years of experience and attitude of collaboration is a welcome asset.
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 by Dallas Teague Snider

Buyer Beware- A Hospitality Brand Promise Is Tested?

Hello Everyone.

When the unexpected occurs, the Spirit of service is put on center stage. As a meeting planner and former hotel executive, I know this first-hand.

I have recently experienced the worst travel service in over 25 years. I hope the management decides to do the right thing. There is a time when circumstances dictate that we think outside the norms to do the right thing. That is the Spirit of Service. I have never stayed with this hotel brand before and they have a chance to make this right. As a business etiquette, hospitality consultant and meeting planner, I know when I am receiving great service with a solutions oriented team.

The initial attempts to resolve this matter have been unheard and completely inflexible. My hope is that upper management can see the lesson in this situation and do the right thing.

#customerservice #businesstravel #BritishAirways #worsttravelever #RadissonBlu #hospitalitytraining #hotelsworldwide

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 by Dallas Teague Snider

Loyalty in the News

 

Loyalty a linchpin of Marriott’s Starwood integration
09 JULY 2018 8:06 AM

Marriott International Global Chief Commercial Officer Stephanie Linnartz shared insights into the ongoing integration of the Marriott Rewards and Starwood Preferred Guest loyalty platforms, along with her outlook on other consumer trends.

(Photo illustration: Rachel Daub)

BETHESDA, Maryland—The integration of Starwood Preferred Guest into a combined loyalty platform with Marriott Rewards and Ritz-Carlton Rewards is perhaps Marriott International’s most important ongoing concern following the 2016 acquisition of Starwood Hotels & Resorts Worldwide.

As the executive in charge of the process of creating and unveiling a unified loyalty platform, Global Chief Commercial Officer Stephanie Linnartz said SPG was a key piece of the Starwood acquisition and the most common talking point among consumers following the announcement of the deal.

“SPG was the crown jewel, or at least one of them, from the Starwood organization,” she said. “It’s a powerful platform.”

Ongoing integration
She said the SPG and Marriott Rewards programs have already benefited from their connective tissue.

SPG picked up mobile check-in and check-out from Marriott Rewards, and elite-tier benefits from SPG like late check-out were ported over to Marriott Rewards.

Linnartz said that was done in part to send members the message that the result of the combination will be the “best of both worlds.”

Now the company is moving into the next stages of loyalty integration.

In August, the company’s three existing loyalty platforms, which also includes Ritz-Carlton Rewards, will share the same back-end system for the first time. Linnartz described this new structure as the three programs as three doorways that lead to the same place.

And while the current level of integration allows members to link Marriott Rewards and SPG accounts and transfer points between the two as they are earned either at legacy Marriott or Starwood properties, the August integration will mean each of the programs contribute to the same pool of points and status recognition and can be accrued across Marriott’s portfolio.

Guests will see several benefits from these changes.

“One account will be so much easier to manage,” she said. “And on average (guests) will earn 20% more points. And from a consumer standpoint, they’ll be able to earn elite status faster.”

Getting to that point was no easy task, as the company spent a considerable amount of time negotiating things like new branded credit card deals to pave the way to a higher level of connectivity.

The next major step is the rollout of an as-yet-unnamed fully integrated loyalty platform. Linnartz said the exact date of the launch has not yet been determined.

“It will be a new face to the world, and we’re excited about that,” she said. “We’re constantly thinking about ways to innovate.”

Offering experiences
Linnartz said one of the big changes in consumer behavior and desire for loyalty programs is the ability to redeem points for things that enhance the travel experience beyond hotel roomnight redemptions. She said this will include things like a points-based experience platform and home-sharing options, which Marriott is currently piloting in London.

“It will be a platform for our most loyal guests to engage for things other than hotels,” she said. “That’s the picture that’s coming together.”

She said offering experiences is already key in the hotel industry but will grow ever more important in the loyalty space. Some examples she offered of possible redemptions include boat tours in Boston or tours of Highclere Castle, the filming location of “Downton Abbey.”

“The bread of experiences is growing more and more every single day,” she said. “And part of the reason is it going up and up is people want experiences as much as they want things.”

Data is key
Linnartz said the rise of experience platforms will make the use of data and insights even more vital so companies like Marriott can do a better job targeting offers that are relevant to individual guests to boost conversions.

“You’ll see us increasingly improving our capabilities with machine learning and data analytics,” she said.

She said the kind of personalization a higher level of data analytics provides is one of the top trends in industries outside of hotels. The hotel industry sits on a treasure trove of data provided by guests and—especially—loyalty members, but the proliferation of legacy systems across the industry can make it difficult to get that information to the right people at the right time to make a difference.

“That’s where I think our industry is more complicated than pure digital players,” she said.

Linnartz noted there are efforts underway to offer better tailored results on Marriott.com and a new property-level customer relationship management system currently “rolling out globally” at Marriott hotels to get better information on guests “in the hands of associates.”

She said that will get to the key balance of the opportunities from new technologies and high-touch hospitality.

“It all doesn’t matter if at the hotel there isn’t a warm smile,” she said.

Opportunities in home-sharing
Linnartz said part of the opportunity in the home-sharing space will be providing a sense of consistency and order to a space that is relatively chaotic. From a consumer perspective, it’s hard to sort through the large amount of inventory of varying quality.

“It’s not organized well, and that’s overwhelming for consumers,” she said.

She also noted that the space doesn’t currently have “a ton of qualified third-party managers to help hosts get (their properties) cleaned and organized,” which will be key in order for more established hotel companies like Marriott moving into the space.

Marriott is working with a startup that provides just that service for its London pilot program. She said the company will prioritize quality over quantity in the home-sharing space.

“We’re careful about what’s selected,” Linnartz said. “It has to fit our branding. It has to follow the local laws.”

Marriott’s home-share properties—which are currently branded under the Tribute Portfolio brand—also will offer instant booking, which is not an option on most home-sharing competitors. She said that pilot is “going well so far.”

“It’s an interesting test for us,” she said. “It will keep running through the fall, and we’ll see where it goes from there.”

Linnartz said one of the appeals of moving into home-sharing is that it offers guests the opportunity to stay within the Marriott ecosystem and enjoy the loyalty perks during occasions that wouldn’t typically fit into a hotel stay, like when they’re traveling with large family groups.

“People want choice,” she said. “They want options.”

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 by Dallas Teague Snider

Don’t Lose Sight When Mass Hiring

Mass-hiring for new-builds requires flexibility, timing

While hospitality companies have moved toward a more automated process of hiring employees, experts said creating a balance with engaging candidates face-to-face is just as important.

The Omni Louisville Hotel, which opened earlier this year, utilized a luncheon and job fair to mass-hire. (Photo: Omni Hotels & Resorts; illustration: Rachel Daub)

REPORT FROM THE U.S.—Hiring a large amount of staff for a brand new property presents a challenge as unemployment rates have hit historically low rates, but human resources experts are coping by altering their hiring and retention strategies.

Much of this has to do with becoming a more flexible employer and engaging candidates from the start in order to keep them from walking away, said Steve Martin, VP of human resources at Marcus Hotels & Resorts.

Long gone are the days when you have set application hours, he said.

“If you’re not able to take applicants who walk in the door at any time, then you’re going to be missing out on a lot of potential talent,” he said.

Finding candidates
While automation has made hiring somewhat easier, Martin said it’s still tough since the labor force is shrinking.

To combat that, Marcus Hotels & Resorts has stuck with the tried-and-true job fair, he said.

It’s “still the best method that we’ve found to this date to try and get bulk candidates in the door, get them processed (and) get them hired,” he said.

He added that it would be nice if everyone applied online, but he doesn’t want that to impede someone who can’t.

“We’ve gone back to paper applications and we use them on an ad hoc basis,” he said.

Acting quickly is key to getting candidates hired, Martin said, and it’s all hands on deck to make as many spot decisions as possible. He said he’s found that if an employer lets a candidate walk away, chances are that candidate will “go down the street and get a job somewhere else. … We can’t afford to really let that happen.”

Partnering with local agencies and universities is another strategy to take advantage of, sources said.

Wanda Smith-Gispert, regional VP of talent and workforce development for MGM Resorts International, said when hiring for the MGM National Harbor in Oxon Hill, Maryland, much of the success was due to workforce development within the local community.

She said the 308-room MGM National Harbor, which opened in 2016, received more than 100,000 applications. There are currently 4,000 employees working at the hotel.

A unique challenge for the property was its commitment to hiring 40% of the staff from the local county and 5% from armed forces veterans. She said the recruitment plan needed to be altered to include strategies for meeting those goals, which the property was able to exceed.

“Partnering with local nonprofits, government agencies, veteran and job training programs allowed us to build a pipeline of trained candidates well in advance of posting the positions,” she said.

Carly Mason, marketing manager at Omni Louisville Hotel, which opened earlier this year, said the property hosted a luncheon and job fair at a multi-purpose sports arena in Louisville to engage potential candidates. The 612-room hotel currently has 440 employees in place, though the team is evaluating if more staffing is needed.

She said the luncheon brought in more than 1,000 applicants over three days. Each candidate was screened and more than 300 left with job offers that were “contingent on passing a background check.”

“We started the new hires three weeks before we opened our doors,” she said.

Martin said using social media as a way to find candidates has become critical.

“If it’s not on social media, it almost doesn’t exist anymore,” he said. “We rely heavily on social media; not only are our HR departments using it to post opportunities, whether it’s Facebook, Twitter or LinkedIn—especially for management positions—but we rely on the power of our networks to then take that information and share it.”

On average, it’s ideal to start promoting job openings on social media about three months out from the hotel’s soft opening date, Martin said.

Smith-Gispert however, said MGM’s recruitment strategy—which is specifically designed for the local labor market—doesn’t rely on social media as an effective way to recruit in every market. Instead MGM’s workforce development department conducts a market analysis to determine the best unique approaches.

What do to if the opening date is delayed
In some cases, Martin said, a new hotel’s grand opening often can be delayed due to construction or other variables, which can affect hiring.

“You have the struggle of people obviously needing to work, and they may have accepted a job in May thinking they were going to start working in June, and then we lose them because they can’t wait for the job,” he said.

Martin added there needs to be a fine line between being ready enough and not being over prepared, given the tendency for the opening dates to fluctuate. He said he’s dealt with this first-hand with opening the 333-room Omaha Marriott Downtown at the Capitol District in Omaha, Nebraska, last summer.

Should this happen, the No.1 thing to remember is transparency, he said.

“You have to make sure that (potential associates) know the story of what’s happening,” he said, since being open with this communication could allow associates the opportunity to delay giving a resignation notice to their current employer.

For example, with the Omaha property, Martin said as soon as Marcus was able to give tours of the property, potential associates were invited to come in to help keep them engaged, though the jobs hadn’t started yet.

Then the training and onboarding process can begin and will get associates familiar with their departments, he said, slowly ramping up to opening day.

Smith-Gispert said in today’s industry, it’s rare that a property will ever be “fully staffed.”

Positions first filled
Mass hiring requires a two-year plan ahead of time, Smith-Gispert said, and having a clear understanding of the roles and labor inventory that exists in the market is essential.

But when looking at whom to hire first, Martin said from a management standpoint it’s the GM followed by the director of sales, both at least eight months out and sometimes even a year out.

He said the director of sales is needed right away to start selling future bookings and bring business in the door. Then from an hourly standpoint, Martin said he will hire engineers at least two to three months before opening day.

Lastly, front-desk associates and culinary positions—which Martin calls “the heart of the hotel”—are hired.

But both Mason and Martin agreed that some of the toughest positions to fill right now are culinary roles.

Mason said Louisville has an abundant independent restaurant scene and she was warned that hiring servers and other food-and-beverage roles would be hard. She said for the Omni Louisville the property needed to review wage scale and benefits in order to stay competitive.

Martin stressed that while this isn’t a new notion, everyone at a property needs to become a recruiter, especially when opening a new hotel. He said every manager at Marcus’ properties carry business cards and are encouraged to find people who fit the bill, whether it’s at a local Starbucks or a grocery store.

“We’ve all now become effective at being recruiters to try and engage those individuals at any level and any way possible,” he said.

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 by Dallas Teague Snider

Cancun Museum Sinks to New Heights

New Underwater Museum Coming to Cancun

 

A scuba diver swims over a sunked shipwreck. (photo via ShaneGross / iStock / Getty Images Plus)
Explore more under the sea in Cancun. (photo via ShaneGross / iStock / Getty Images Plus)

Are underwater museums becoming a new trend?

Cancun opened its first underwater museum in 2010, the Museo Subacuatico de Arte, known as MUSA, and now the resort destination is developing a new underwater attraction.

The development was announced by Ferrat Mancera, president of the Nautical Associates of Cancun, in February and development is now underway, according to a report in Riviera Maya News.

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The environmental aspects of El Meco Underwater Museum are being led by oceanologist Pablo Pantoja, and “meets the requirements set by the authorities regarding the type of material,” according to Mancera.

The museum will be made up of three areas. The first is a Mayan city with replicas of ruins approved by the National Institute of Anthropology and History.

Another part of the museum will be made up of sculptures, including 90 molds of angels, and the third part will include a submarine snake constructed by a company based in Monterrey, Mexico.

This will be Cancun’s second underwater museum. El Meco was, at one point, discussed as an extension of MUSA but is now underway as a separate project, according to Mancera.

As Cancun creates its second underwater museum, the U.S. just opened its first. The Underwater Museum of Art, which is located off the coast of northwest Florida officially opened to the public with art under the sea.

Those headed to Grayton Beach State Park in South Walton, Florida, may want to add it to their list.

There are seven prominent structures, including a skull by Vince Tatum and an octopus by Allison Wickey, who created the museum.

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 by Dallas Teague Snider

Concierge Roles Are Never Out of Date

While there have been some contraction of concierge jobs in luxury and trendy boutique hotels, there still is a need for the knowledge, recommendations and personal relationships concierges have within their cities.

The Chase Park Plaza Royal Sonesta Hotel St. Louis features a classic concierge service. (Photo: Chase Park Plaza)

REPORT FROM THE U.S.—As mobile apps providing at-your-fingertips travel information have proliferated, the role of the hotel concierge has evolved with this growing high-tech trend.

Guests at luxury hotels and resorts and smaller boutique properties will now gather information online about restaurants, shows and attractions themselves, and then combine what they have found with the expertise and connections that the concierge offers.

“The work of the concierge is definitely changing from what it used to be; we are the filter of information from the internet,” said Roberts Marks, president of Les Clefs d’Or USA, the prestigious national association of hotel concierges. “Guests will come to us, for instance, with the names of three restaurants they found on different websites and ask us which would be best suited for them.” Marks is also the chef concierge at the Omni San Diego Hotel.

But, the growth of internet research has led to some job loss among concierges. At other hotels, they have distributed the concierge role among several employees, who add those responsibilities to their other ones around the hotel. Still, even though traditional concierge jobs continue to ebb and flow, Marks said that Les Clefs d’Or USA continues to see yearly incremental growth, and with 650 members, the organization is larger than it has ever been in its 40-year history.

“One of the biggest assets we give guests is one thing you can’t buy, and that’s time,” Marks said. “If you have to work to find out information yourself, you are using your precious time, which no one has enough of these days.”

Relationships matter
For one hotel, choosing to open without a dedicated concierge on staff proved to be a negative. The 111-room boutique CIRC Hotel in Hollywood, Florida, originally opened in May without a concierge. The mindset was that the property has multi-functional employees who could have handled some of the concierge duties. That lasted just four weeks, said GM Kara Lundgren.

“Guests were looking for the concierge to assist them,” she said. “The (return on investment) on having a concierge is infinite.”

Robert Marks, left, is president of Les Clefs d’Or USA and chef concierge at the Omni San Diego; Jeanne Venn, Les Clefs d’Or member since 1986, is chef concierge at the Chase Park Plaza in St. Louis. (Photos: Les Clefs d’Or USA)

And while guests can use mobile devices to request an Uber or order show tickets, the concierge has the relationships and connections to get guests into top restaurants or score tickets to the hottest show in town, said Frederik Houben, director of sales and marketing at the 389-room Chase Park Plaza Royal Sonesta St. Louis.

“You want to be everybody’s favorite hotel, and being a favorite means you want to offer the level of personal connections that an experienced concierge can provide to your guests,” Houben said. “Technology can’t and will never take that place.”

The evolution of personalization
Jeanne Venn, chef concierge at the Chase Park Plaza and Les Clefs d’Or member since 1986, said the role of the concierge has become more and more personal.

“Since guests are already coming to you nowadays with information and are more educated, you have to be able to ask pertinent questions to know what to best recommend to a guest and what really matters most to that particular person,” he said.

He added that since there is so much “garbage” and erroneous information on the internet, the concierge can help decipher what makes the most sense for a guest.

While younger guests rely heavily on mobile apps for finding information on shows, restaurants and attractions when traveling, they are now combining that with a final seal of approval from concierges.

“The millennials want our opinion and are asking if a certain restaurant or attraction they have researched themselves is really right for them; they are still seeking that human connection,” pointed out Ryan Lettier, concierge at the 117-room Kimpton Hotel Vintage Portland in Oregon.

That human connection that Lettier mentioned is especially important to foreign travelers, noted Tory Criss, guest services supervisor at the 44-room beachfront Tower23 Hotel in San Diego, California. About 40% of the property’s guests come from Europe, Asia and South America.

“These international travelers want more than just brochures and online reviews,” Criss said. “They really seek out the concierge to recommend unique dining options and special experiences while they are here.”

New technology can actually enhance the work of concierges, and allow them to serve guests even before they arrive on site, said Jonathan Wilson, VP, customer experience, food and beverage and wellness at Hilton. Hilton’s Conrad Hotels & Resorts brand offers Conrad Concierge, which allows guests to request amenities and communicate with a concierge pre-stay.

“Five years ago guests would ask a concierge for a recommendation for a good place for dinner; now they want to dine at a restaurant that has the top new chef in town,” Wilson said.

Another value concierges provide, which is technically not part of their job descriptions, are the unique and long-lasting relationships they have built up with repeat loyal guests at their properties. Because they are so visible in hotel lobbies, guests may turn to them to lend an ear in a way that they wouldn’t with other hotel employees.

“I have had guests in town for a funeral or for treatment for stage four cancer come over just to talk to me as a friend,” Lettier said. “No app can do that.”

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 by Dallas Teague Snider

Thinking About Vacationing in the Dominican Republic

TravelPulse shares some insight on things you need to know before you go!

Dreams La Romana Resort & Spa, Dominican Republic
Aerial view of Dreams La Romana Resort & Spa (photo courtesy Dreams Resorts & Spas)

Vacationers looking for VIP treatment at either Dreams La Romana Resort & Spa or Dreams Palm Beach Punta Cana should check out the details behind each luxury, all-inclusive resort’s exclusive Preferred Club options.

Here’s what you need to know about each of these value-packed offerings in the Dominican Republic.

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Dreams La Romana Resort & Spa

Preferred Club guests at Dreams La Romana Resort & Spa, which is roughly 45 minutes from Punta Cana, are treated to personalized check-in and check-out service with a concierge; preferred status and amenities, access to the adults-only Preferred Club Lounge, a private adults-only pool with a “Marlin Swim-Up Bar,” and access to a private beach area.

Other special, high-end privileges for Preferred Club guests staying here include exclusive access to the adults-only Olio Restaurant for breakfast and lunch.

Upgraded mini-bar service, bathrobes and a pillow menu round out the best offerings for Preferred Club guests staying at Dreams La Romana Resort & Spa.

The Rooms

Among the most impressive rooms is the Preferred Club Master Suite, which offers a plunge pool on a furnished terrace; a powder room; a living room with a flat-screen television; a four- poster king bed; a large bathroom with a hydro-tub and a separate shower. Butler service is also included for this room category.

The Preferred Club Swim Out rooms offer one king or two double beds. This room also has a luxury bathroom with marble floors and a rain shower.

Preferred Club Family Suite Garden View is ideal for multigenerational travelers or small families and offer views of the garden and a modern decor. It also offers a bedroom with a king size bed, flat screen TV and a bathroom with a hydro-tub.

For some high-end romance, the Preferred Club Honeymoon Suite Garden View in the adults-only section features a separate living and a powder room, one king size bed, a bath and tub. Butler service is also included for this room category.

Dreams Palm Beach Punta Cana

Preferred Club guests staying at Dreams Palm Beach Punta Cana will have access to the same type of exclusive amenities offered at Dreams La Romana Resort & Spa. However, the amenities offered at each hotel do differ slightly. And of course, the dining perks included for Preferred Clubs differ at each resort as well.

Some of the hotel’s more unique offerings for Preferred Club guests includes an a la carte food service menu from 12 – 4 p.m. at Preferred Club pool and beach areas, and an outdoor Preferred Club hot tub.

Preferred Club guests here also get private access to the Seaside Grill for breakfast and lunch, complimentary DVD movie rentals and a pillow and linen fragrance menu (based on availability).

The Rooms

Some of the best rooms here include the Preferred Club Deluxe Jacuzzi Ocean View room, which offers a large balcony, impressive views of the Caribbean Sea and a king bed.

For an even more extravagant option, the Preferred Club Honeymoon Suite Jacuzzi Ocean View also offers a large balcony with a hammock; an indoor hydro-tub, a separate bedroom featuring a king-size bed; a living room with a flat-screen TV that includes a DVD player; a double vanity sink and a separate.

The best room offering Preferred Club options here is the Presidential Suite. In addition to the amenities offered in the other rooms mentioned above, the Presidential Suite also offers oceanfront views; a large balcony with a hammock; an indoor hydro-tub; a separate bedroom with a king-size bed; a separate living room with a flat-screen TV that includes a DVD player; a separate dining area; a double vanity sink and a separate shower.

https://www.travelpulse.com/news/hotels-and-resorts/the-preferred-way-to-vacation-in-the-dominican-republic.html

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 by Dallas Teague Snider

4 Emerging Cities for Meeting and Event Destinations

EVENTPRO

4 Emerging Cities for Meeting and Event Destinations

By Jason Hensel 
Milwaukee-Wisconsin

It’s human nature to seek out the new, the unexplored, the lesser-known places in our world. Creative renewal and inspiration often happen in these new places, which draw even more people to them. These four cities are examples of destinations growing in popularity with meeting and event planners. They all have walkable downtowns, charming hospitality and enough individual personality to inspire attendees.

1. Greenville, South Carolina

Greenville-South-Carolina

One recurring theme in feedback Sherri Martin (MPI Carolinas Chapter) receives from international and domestic business leaders about meetings and events in Greenville is that the city combines a modern and cosmopolitan experience through its restaurants, hotels, entertainment and walkability while maintaining its spirit of charm, warmth and Southern hospitality. “For the thousands of meeting participants Michelin hosts each year in Greenville, once they visit, they are not surprised to learn that it’s one of the highest-ranking and fastest-growing markets in the U.S. for business growth and livability,” says Martin, North American events manager for Michelin.

Michelin holds meetings of all sizes throughout the year in Greenville at a variety of venues. It most recently held a 500-attendee event for its global leadership team. “The ease of bringing in international guests to Greenville was a plus, and the downtown accommodations and walkability to a variety of restaurants and venues allowed business divisions to hold individual dinners for team-building and networking purposes, in addition to the larger meeting at the TD Convention Center during the day,” Martin says.

According to David Montgomery (MPI Carolinas Chapter), Greenville’s downtown is emerging as a culinary hotspot. “Our tree-lined, pedestrian-friendly, 1.5-mile Main Street features more than 110 inventive restaurants, art galleries, theaters, boutiques, craft coffee shops and more,” says Montgomery, vice president of sales for VisitGreenvilleSC. “Steps from Main Street in the heart of downtown, Falls Park on the Reedy River offers an experience where you can walk across the floating Liberty Bridge and enjoy views of 40-foot waterfalls.”

Related articles: The Airbnbs of Event Planning

The city represents the best of the South—architecture and gentility—but it also has an interesting international flair, says Emelyn Shabel, ovations architect at Greenville-based Think Up Consulting. “With BMW and Michelin both here, there is a unique European presence that you find in the food, the arts and in the languages spoken on the street,” Shabel says.

For large meetings and events that require a venue such as the TD Convention Center, Martin says it’s important to know that the distance from downtown to the convention center is not a major obstacle thanks to multiple transportation options. “With the growth in the meeting and event industry, a solid group of event support companies has emerged locally to provide quality audiovisual, event staging, content services and additional support on the ground for corporate event teams,” she says. And for groups seeking unique experiences, Greenville is home to eight breweries, with plans for more to open soon.

Not only are we seeing an increase in requests for traditional, hotel-based meetings but we’re also seeing an influx in requests for unique venues and group activities, which include culinary and brewery tours,” Montgomery says.

2. Milwaukee, Wisconsin

Milwaukee-Wisconsin

The world’s only Harley-Davidson Museum and the world’s only moving art museum are in Milwaukee, home to 150 state and county parks and 15 public beaches with access to Lake Michigan. It’s also home to Northwestern Mutual, which hosted its 137th Annual Meeting there in July. “This annual event brings more than 10,000 of our financial professionals and their families from across the country ‘home’ to our company’s headquarters in Milwaukee,” says Sheri Paape (MPI Wisconsin Chapter), events planning consultant for Northwestern Mutual. “Our meeting’s general sessions are hosted at the BMO Harris Bradley Center Monday through Wednesday, and we have a large exhibit hall at the Wisconsin Center throughout the duration of the meeting.”

Hosting its annual meeting in Milwaukee, Paape says, allows home office employees to connect with the organization’s financial professionals. According to Paul Upchurch, president and CEO of Visit Milwaukee, the city has seen a big growth of hotel rooms, and several more projects are in the pipeline. One of those projects is the Wisconsin Entertainment and Sports Center and entertainment district, set to open in 2018.

“The entertainment district is part of the new arena being built for our NBA team, the Milwaukee Bucks,” Upchurch says. “That arena is only a block and a half from our convention campus (which in addition to our convention center also includes a theater as well as another arena). So, this will create one large campus experience where the facilities, hotels and entertainment options are all either connected to, or within walking distance of, their meeting.” Paape says there are also several restaurants and bars for attendees to enjoy while they’re in town.

“The city is safe, clean and easy to get around,” she says. “It’s also awesome to be right on Lake Michigan, and meeting attendees can experience our beautiful lakefront. This year, I was the race director for our Roots & Wings Run/Walk, an event we hold every year during our annual meeting. We design our 5K and 10K courses to specifically allow our almost 8,000 runners to take in views of Lake Michigan throughout the entire event.” Milwaukee is also known for its hospitality and friendliness, Upchurch says. Paape agrees. “Milwaukee is a friendly and welcoming city, which makes the meeting experience better for the planner and the attendee,” Paape says. “Southeastern Wisconsin has been our company’s home for more than 160 years, and we enjoy being able to share it with our financial representatives from around the country every year.”

3. Mobile Alabama

Mobile-Alabama

Organizations are attracted to Mobile because of affordability and history. “Historic downtown Mobile is an extremely walkable area, with dozens of restaurants, shops, bars, art galleries, museums and historic districts just steps from the convention center and headquarters hotels,” says Stacy Hamilton, vice president of marketing and communications for Visit Mobile. “No Mobilian has ever met a stranger, and our residents and business owners truly appreciate every convention that comes to town.” One of those conventions was the Southeastern Theatre Conference (SETC), which attracted 4,974 attendees to its four-day event in Mobile in 2014. According to SETC Executive Director Betsey Horth, the city’s diverse meeting spaces were a good selling point for the variety of sessions the conference programs.

“In four days, we have over 350 workshops, four keynotes, commercial and educational exhibits, professional auditions, off-stage interviews, design competitions, undergrad and grad school auditions and interviews, five theater festivals and more,” she says. “It’s not easy for us to find a location where we can walk to everything.” However, in Mobile, Horth says that attendees could walk to the additional theater spaces needed for concurrent productions. “Mobile is a community that appreciates the arts,” she says. “Over 710 children attended our Theatre for Youth Festival. The CVB and hotel support is remarkable. They helped us tap into the cultural aspects of the city, made our planning easy, made sure the city restaurants and bars knew we were coming and provided a shuttle, which increased our dining options.”

Hamilton says that new hotels and dozens of new restaurants have added over the last five years to the overall meetings package the CVB has been able to offer. Both the Renaissance Riverview Plaza Hotel and The Battle House Renaissance Mobile Hotel & Spa offer meeting space that supplements the Arthur R. Outlaw Mobile Convention Center, and additional sleeping rooms are within walking distance. “Mobile’s key people know what it is to work together with you to produce the best event possible,” she says. “My staff so appreciates our Mobile partners and their ideas on how we can use their spaces and tap into their culturally rich city and locations.” Horth and SETC had such a great experience that they’re planning to return to Mobile in 2018. “I think you will find a team of professionals who will listen to what your needs are and discern how Mobile might fit them,” she says. “The creative synergy we have with our Mobile partners is remarkable.”

4. Reykjavik, Iceland

Reykjavik-Iceland

The power of Iceland, according to Thorsteinn Örn Gudmundsson (MPI At Large), is in the energetic source of nature, culture and local mindset. “All these elements serve as the perfect backdrop for a memorable and effective event,” says Gudmundsson, managing director of Meet in Reykjavik. “Visitors claim it’s the island’s energy, diversity and authenticity that gives the country an otherworldliness and spiritual inspiration.”

Iceland’s mark on the world over the last several years via arts and entertainment has not gone unnoticed, especially among younger event attendees seeking unique experiences. “Most people have a need to cultivate their curiosity and find moments that take their breath away,” Gudmundsson says. “In a world of distraction and technical overload, we need magical places to fulfill and renew our mind and body with energy. Iceland visitors talk about the special energy they experience and how they connect with their core.”

Business Destinations magazine named Reykjavik the “Best MICE Destination in Europe 2017,” and the MICE market has grown almost 15 percent year over year for the past five years. It’s expected to continue that type of growth in the future. “And the number of annual conferences with more than 1,000 delegates has increased twelvefold since the Harpa Concert Hall and Conference Centre’s opening in 2011,” Gudmundsson said in an interview with Biz Events Asia. The Harpa, which can accommodate up to 3,500 attendees, is a beautiful venue whose impressiveness isn’t lost on planners. “I was absolutely astounded when I arrived in Reykjavik and saw the Harpa,” Jonathan Sandler, executive committee chairman for the 89th Congress of the European Orthodontic Society, says in a testimonial video for Meet in Reykjavik. “I think Reykjavik is the perfect destination for [our] conference. It is such a small and manageable town with this world-class conference center right in the heart of the town.”

While Reykjavik’s strength is its spectacular nature, Gudmundsson says, it can also be a weakness. “Marketing a ‘nature’ destination can be quite challenging,” Gudmundsson told Biz Events Asia. “While individual demand for Iceland is exploding, a wrong perception regarding accessibility, infrastructure and professionalism from a risk-averse MICE planner or decision maker is a real threshold.” A clear message, then, is paramount. “Clarity in message and focus on these key elements was and is crucial to creating a [truer] perception,” he said in the magazine interview. “For example, on accessibility, the number of direct flights to North America is almost double that of Sweden, Norway and Finland combined, due to the Icelandair hub connecting Europe to North America.” Sandler feels that Reykjavik will soon be one of the top 10 international conference destinations. “I think it will be an unrivaled congress destination within the next few years as soon as the rest of the people running international conferences hear about this superb destination,” he says.

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 by Dallas Teague Snider

Redefining the Role from Meeting Planner to Meeting Strategist

Meeting Planner or Meeting Strategist? Redefining the Role

By Blair Potter 
Redefining_Meeting_Event_Planner_Strategist

Q: For many, the role of meeting professional has evolved into the role of strategist. How has your role changed/grown in the current business climate?

We need to start the planning with the end goals in mind by asking the right questions regarding the planner’s goals and objectives from the very beginning. My role as an account executive continues to support my clients for the best possible partnership.

With changes in the business climate, it does seem as if planners are making changes to the program at the last minute or having to reduce their overall budget. My role is to provide alternatives to adjust to those changes and help make the program an unforgettable experience for attendees, without even knowing the group budget was cut.

Getting creative like using candles, local fruits and local florals for centerpieces in lieu of expensive over-the-top florals is one way to showcase local beauty without costing a fortune. -Manuel

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Shift from Tactical to Strategic Meeting Planning

Not too many years ago, a meeting professional was viewed as just the person who ensured the meeting ran successfully—the room was set to specifications, the speakers and attendees showed up, the coffee was ordered and the food was pure perfection. But meeting professionals have always had to be strategists—budget crunching, mind reading and miracle-working divas and divos.

As our profession grows, I think we’ve become much more deliberate and sophisticated strategists in our approach to delivering an experience. It’s hard to find a good meeting professional today, be it supplier or planner, who doesn’t wear that strategic hat. You have to wear it when selling your city or convincing your boss.

In my opinion, that strategic hat seeks to ask and answer a basic question: “What’s in it for me (WIIFM)?” The CEO? The meeting participant? The host venue? When you can step back and seek to answers to that question, then you can begin designing an experience that will catch your key stakeholders’ attention and ideally draw them in for more. It’s hard to plan an event without knowing the expectations of WIIFM and always planning with the end game in mind. -Grinage-Prince

It is indeed about strategy. You have to pay attention and see what is going on, understand how it affects your organization and figure out what you can do about it. It helps to look at things from multiple levels and get perspectives from those who are close to your organization and those who are distant.

Remember not to fall into the trap of thinking you know everything about your organization, challenge your own assumptions and beliefs and get others involved in this process in order to develop multiple perspectives to address your opportunities and challenges. -Barradas

The new role is something between the strategist and the magician. -Bernardini

The supplier role is also continuing to evolve into the role of strategist. If my team is doing an effective job working with a client, the client stops seeing us as a third-party vendor and starts to engage with us as strategic partners and advisors. However, I recognize that this level of trust must be earned.

For both planners and suppliers, becoming a strategist requires a shift in thinking from the tactical, day-to-day operations to becoming more forward thinking, anticipating needs and sharing best practices learned from across the industry. This shift has certainly impacted my own role. My team and I are constantly focused on how we can improve, leverage industry insights and “think big” to earn the title of strategic partner. -Lambert

My role continues to be more and more global as our customers’ procurement processes continue to mature. It is more important than ever that our organization is aligned to serve the complexities of our customers’ structures and ensure we continue to drive value for all stakeholders. -Hamilton

Our role has changed to be that of an advisor. We assist our clients to understand the current environment and conditions that are affecting our properties, our stakeholders and our industry, and in turn we advise our properties of the challenges that are facing our planners and our partners. -Cook

Since I am in the medical meeting segment of the industry, the meeting planner role has changed significantly. We must now know governmental regulations and be responsible for spend tracking and reporting to the government. Being a strategist in medical meeting planning is essential as planners need to plan for global compliance. -Schaumann

Meeting Planning with The Right Objectives

Q: What are some best practices that independent planners—or any meeting pro whose role has expanded beyond tradition responsibilities—must develop to succeed?

Growing beyond logistics is essential. This does not mean that logistics aren’t important. The best-strategized meeting fails without solid logistics. However, the management of logistics has to be connected to the overall objectives of the meeting. Otherwise, plans are made in a vacuum and could seem completely disconnected to what the organization says they want to accomplish with the meeting.

So, the practices that planners need to develop include an ability to not only see, but to discuss the intended outcomes of an event, and how the elements of the event will support those outcomes. -Breining

More than ever independent planners need to be flexible. We are often being asked to do things outside of our normal scope of work. Clients want a one-stop shop when it comes to troubleshooting and problem solving, and the only answer they want to hear is “yes.” Although part of the traditional scope, resilience, perseverance and negotiating skills are more relevant now than ever. -Liaschenko

Consider your career goals. If you want a seat in the C-suite, then you’ll need to learn the balance of managing both details and the big picture. Many planners might not realize it, but as you go about your day, planning your next annual conference, you’re already dealing with several departments at work: HR, executive, finance, marketing/PR, etc. By doing so, you’re laying the groundwork to build the skill set that’s needed to grab a chair at the executive level. -Kleinfeld

A successful planner is one that seeks to understand the needs and purpose/intent of the event so they can communicate with both the organization they are working with/for along with the property/venue they are partnering with to execute the best outcome for the delegates and all the stakeholders. Everyone is looking for a win-win, and often the planner is the one that is bridging that gap of communication and understanding between the two entities. -Cook

Place a high value on continuing education and get involved with industry organizations such as MPI. Have open communication from the time of confirming services to the time of operations and after program follow-up. This allows planners and suppliers to effectively see that the program is efficiently planned and operates successfully. -Manuel

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Satisfying the Audiences What’s in it for me (WIIFM) Factor

Q: How can meeting pros more successfully engage audiences?

Audience expectations seem like they’re at an all-time high, while attention spans, or at least the audience’s willingness to give you their attention, may be lower. I think that more innovative scheduling is one key to engagement. Shorter sessions with targeted opportunities for practical development are really important. I also think flexible networking and social opportunities, with actual programming, that are scheduled during and between sessions are a good way to keep people invested in the meeting. -McCray

Meeting planners can engage audiences by creating environments for them to share experiences and learn from one another. Many planners and suppliers are working remotely in offices around the world or independently in their organizations and they want to connect and exchange new ideas, concerns and knowledge with like-minded peers so they can learn and problem solve together. -Cook

[Utilize] an interactive and unconventional venue with an engaging facilitator. -Bernardinewni

Treat your audiences the way you wish to be treated. When you think back to conference sessions you’ve attended or helped develop, what did you like most? What did you least like? Follow your experiences that engaged you and you’ll find something to engage others. Oh, take in room set, too. Sometimes physical comfort allows us to be the most engaged. -Kleinfeld

Leverage technology! Live audience polling, interacting with social media feeds and creatively using mobile apps for meetings, large or small, can add significant value to the attendee experience. Attendees want to be engaged and when audiences are given a chance to provide real-time feedback, they often find they are not alone in the challenges they face, whether it is maximizing a limited budget for the biggest impact or coordinating a day of activities with a diverse array of vendors. -Lambert

There must be an understanding of what the audience wants, not just what the organization wants. So many meetings focus almost exclusively on the goals of the sponsoring organization—which is important—but if the goals of those participating aren’t considered, the meeting can become irrelevant to the very people it’s intended to reach. Once a profile of attendees has been established, the planner can engage more effectively by ensuring that there is plenty of opportunity for the participants to engage in a way that fits them. In other words, we often expect everyone at a meeting to behave like extroverts, with complete comfort and skill in any networking environment and the ability to speak up when a group is presented with a question.

However, for the many introverts that attend a meeting, they may need different environments to enable them to participate fully, [such as] a more structured networking event, with specific roles or tasks for everyone, or a networking event that includes art or music that they can enjoy on their own, while enabling them to connect with others as they come and go. In work sessions, providing some time for quiet reflection about a question before the group is asked to share their perspectives gives the introverts an opportunity to organize their thoughts and participate, rather than being drowned out by the extroverts. -Breining

Keep the meeting interesting, fun and upbeat, and include audience participation. Engage your participants before, during and after your conferences by creating a memorable experience and lasting memories. -Butler

Finding out what excites the attendees and building the meeting or program around the excitement will keep everyone focused and happy. For example, if the group is very interested in the history and culture of Hawai’i, planning activities such as a waterfall hike with a historical Hawaiian guide to showcase the history of the land will keep them engaged.

For a meeting, having a local expert speak about incorporating Hawai’i into the talk can engage the audience. Showcasing local foods at events and tours also adds a deeper sense of place for attendees. By adding the “Aloha Spirit” to how we sell and operate, groups can see the benefit of selecting Hawai’i as their destination of choice for a program that is truly unique. -Manuel

Q: How have your events/attendees been impacted by recent controversial legislation and executive orders such as “bathroom bills” and proposed travel bans?

Directly or indirectly these legislations have affected all of us, from not being able to bring specific lecturers into the country to having to engage in internal and external discussions with our teams and the audiences we serve on how we can best advocate for our members in the current environment. -Barradas

We have not really encountered issues regarding the bathroom ban, although I’ve had colleagues who are having to make adjustments due to organizational discrimination policies. Regarding the travel bans, although a small percentage of global meetings are actually affected, several of our clients who have significant participation from international attendees are considering moving their meetings out of the U.S. -Liaschenko

Q: In the wake of recent event-related attacks, how has your focus on attendee safety and security changed?

Safety and security has been a focus of mine for a while. I have the unique experience of being both a meeting planner and a law enforcement officer. I may help others plan safer and more secure events, but my ultimate goal these days is to change the mindset of planners: We need to plan with safety already in mind. -Kleinfeld

Risk management has an entire new meaning than it did 10 years ago. As meeting professionals, our goals are always to produce and manage a safe environment for attendees with carefully organized responses to situations that put anyone in harm’s way. In today’s meeting culture, our inclusions in risk management have grown to also include physical security, intellectual property protection, social media (an undeniable force; its rapid, informal communication style represents both possibility and liability in meeting management), cyber security, terrorism and acts of God. -Schaumann

As times change and the need to be aware has advanced from if you see something, say something to a more heightened message of being prepared. Today, in most cases, the first responder will be you. I knew that I needed to call upon an expert to train our teams on what it means to be prepared and, if necessary, how to act as the first responder until authorities arrive. My teams and I trained on issues around active shooter, natural disasters and medical outbreaks. I strongly encourage you to seek training for yourself and your teams—it could save someone’s life. -Grinage-Prince

Now the main focus is security, from the destination to the choice of boutique hotels instead of big chain hotels to more tailor-made programs with activities in outside public spaces. -Bernardini

Safety and security of our guest has always been a top priority, but due to recent event-related attacks we are abundantly cautious and careful concerning our guest safety. Anyone entering and exiting the hotel is under strict surveillance to ensure the safety of our guests, and we are changing/implementing new security procedures. -Butler

Our focus hasn’t changed as we’ve had a very comprehensive safety and security plan in place for many years. The piece that has changed is that we are proactively sharing more detail about our hotel’s level of compliance and our assessment of global events as they relate to our preparedness. This has become a valuable part of our M&E value proposition across the portfolio that we operate in over 100 countries. -Hamilton

Q: How can meeting pros best plan for and manage protests that could impact their events?

Two things: Stay informed and confirm the facts. Should you learn a protest is planned near your meeting, take action by getting in touch with local law enforcement, your venue and your chief stakeholders. Inform your attendees (remember, include facts) and keep calm. With everyone working together, the show will go on. -Kleinfeld

Planning for something like a protest has to begin with proper and effective analysis—anticipating the likelihood of venue and street closures, delayed shipments and disruption of services should be foremost in mind during the planning process. After that, safety becomes a product of frequent communication. The planner has to work with stakeholders, venue contacts, vendors, VIPs, service providers and lead law enforcement agencies to make sure that safety plans are well-considered, effective and encompass the worst of what we might be able to imagine. -McCray

Do what we do best: plan for it. Find out from your destination or venue what resources they have in place and what their approach to dealing with these types of events is like. For our organization we have specific questions we go over based on who is participating in our meeting, where the meeting will be taking place, what we will be presenting and when we will be executing the event. All of the venues we work with tend to have plans for these types of contingencies, so we collaborate in order to help them understand what may be specific concerns for us and together we outline our potential approach. -Barradas

Q: Tell us about effective cost-cutting measures that can help meeting pros keep their budgets in check.

Be as honest as possible when developing RFPs and share budgetary limits with your suppliers. If you have room and food and beverage caps, let your venues know what they are. Track your financials pre-, during and post-meeting. Flag any discrepancies in the early planning stage and make corrections early. -Schaumann

Flexibility and continually reviewing the needs of the meeting/event/program can often reduce costs. We are often creatures of habit. If we look at programs and events with a different lens we can sometimes find different ways to do things. Reducing the setup days and the number of meeting rooms for breakouts can often reduce costs and make the program fit better within a property.

Breakout sessions in common areas instead of formal breakout rooms allows more spontaneous networking opportunities and more often more open discussions. Food and beverage has many opportunities for savings—work with the chefs to find out what is in season and what menus would be more cost effective. -Cook

Effective cost cutting doesn’t have to be a slash-and-burn extravaganza. First, I think it can be really effective to reuse certain elements throughout the meeting or event. Repurposing centerpieces, table florals or draping can really help the bottom line. Second, eliminating printing wherever you can is a real cost saver. Digital signs, event apps and digitized session materials will help keep costs down.-McCray

Getting a good idea of the budget from the get-go really helps to execute a program efficiently. Also, using powerful online resources really helps in the planning and budgeting. We use a proposal system that allows our clients to not only view their proposal online, but accurately track their budget via an online spreadsheet that both the client and DMC can access. Another great suggestion is using local entertainment and speakers to keep travel costs down. -Manuel

Try to choose location, destination and venues that are out of the ordinary, using more creativity and less technology. -Bernardini

Q: What advice do you have for those negotiating contracts in the current market?

Before you start to negotiate, draw up a list of the factors that are most important to you and decide what you are—and aren’t—prepared to compromise on. You may want to negotiate other factors such as delivery times, payment terms or concessions being offered. Both sides should conclude a negotiation feeling comfortable and happy with the agreement. Negotiations can be unsuccessful if either side feels forced into a corner. -Butler

If possible, it could be better to book hotels and flights in advance but nowadays [that] seems to be impossible for clients. My advice is to keep your long-time suppliers. -Bernardini

Most importantly, always keep the spirit to execute the contract. If both parties are working toward this goal and continue to identify each other’s priorities, it’s possible to bring the deal to a close. In addition, the more knowledge the negotiating party has around history and performance, the more confidence all have throughout the process. -Hamilton

Markets will continue to shift, at times providing a buyer’s advantage, and other times a seller’s advantage. Both parties involved in the negotiation always need to remember that it’s a partnership. The partnership does not end when the contract is signed—in fact, it marks the beginning of the relationship between client and services. Using a market advantage to “bully” a partner is never a smart long-term strategy. At some point, the markets will shift again, changing the advantage. Call it industry karma—our gigantic industry is in reality quite small and the consequences of bad behavior will come back to you. -Lambert

I’m not sure that negotiating in the current market is much different than it’s ever been. Successful negotiation is about being clear about what business I represent, the value of that business to the person/organization I’m negotiating with and a sense of mutual respect. Buyer’s and seller’s markets will always fluctuate, but relationships are the constant that can get people through these cycles and ensure not just a successful negotiation for a single event, but a solid foundation for the entirety of a career. -Breining

Q: What technological advancement is having the biggest impact on your events?

Data analysis is having a huge impact right now. With relatively low investment, planners can implement tools such as audience polling, RFID tracking and complex attendee surveys to gather incredible amounts of data. However, gathering and analyzing the data isn’t enough—sifting through the sometimes overwhelming amounts of data and finding what is truly important and then applying lessons learned is key. -Lambert

Advances in registration software have really made the most impact. The ability to grab historic and demographic data on attendees, run reports and analyze tons of data has made it possible to figure out how to address and engage them effectively, quickly. Registration software can even help us decide what sort of other technology might be right for our attendees. -McCray

The size of the screen on which my attendees consume the information our organization provides is having the biggest impact. We are designing for much smaller digital real estate, so we have to be very deliberate on how we use it. -Barradas

The smartphone is still having the biggest impact on our meetings. The use of apps and gamification for attendee engagement and data collection still rank at the top of our list. -Liaschenko

Social media has created a more convenient, informed and valuable relationship with the hotel and their customers. Social media’s presence is crucial in the hospitality industry, particularly given its popular platform for express check-ins and reviews of restaurants and hotels, and also provides the hotel an opportunity to choose their platforms carefully based on their target audience of choice. -Butler

Q: Is the meeting industry effectively addressing diversity? If not, how can this be improved?

No. As a minority, I’m often shocked by how few minorities I see at international events, and I often wonder why. I believe we first have to recognize that diversity and inclusion only make our profession more vibrant and resilient. Then as professionals, we need to begin talking with children about becoming a meeting professional as a viable career choice—volunteer at your child’s school for career day and watch their faces light up. In addition, I believe we need to offer more opportunities at the association level to cultivate participation and engagement among diverse groups of people. A good start could be to offer a panel discussion at the MPI World Education Congress on diversity and the future of meeting professionals, or conduct a roundtable to hear feedback directly from the diverse groups that do attend international conferences.-Grinage-Prince

I am not sure that our industry has ever given diversity the attention that it needs. Our industry has been dominated by women for 40 years or more and it still is a challenge for women to rise above the glass ceiling in our industry. And there is a disparity in salaries that has always existed. We should all do everything that we can to support equal rights within the hospitality and meeting industry. -Schaumann

Individually, there are many companies that prioritize a diverse workforce and have made effective attempts at creating a culture of inclusivity, but the industry in general isn’t quite taking a stand the way that, for instance, tech is doing. I think there needs to be a more proactive effort to emphasize how inclusive we already are, but to also get in front of and address ongoing issues with diversity, cultural competence and inclusivity. -McCray

There is an awareness but more could still be done. More than anything we need to start to see diversity in the leadership of all organizations relative to the meeting and event industry. I think the necessary conversations have begun to take place but the appropriate actions are coming to fruition slowly. -Liaschenko

Q: What is the biggest challenge facing the meeting industry today?

I believe our greatest challenge is ensuring we have a good talent pool entering the industry. Our industry needs to communicate the many career pathways in the field. We need to do a better job at the collegiate level of getting this message across. -Hamilton

The biggest challenge and the greatest opportunity is the ability to measure the impact of meetings. The measurements should include:

  • The impact to the host organization, to those attending the event(s) and to the sponsors that provide financial support
  • The destination that may benefit from the intellectual residue left from a meeting
  • The local businesses, universities and community service organizations that gained from their participation in a meeting that took place in their community

If we capture all of these various benefits, in concrete terms rather than abstractions, we have a much more powerful story to tell, and will gain support from those not in the industry. -Breining Our biggest challenge is focusing on innovation that can truly disrupt the industry without taking away from the fundamentals that make up an effective meeting. Meetings today are largely the same as they were decades ago. Aspects of conferences such as reverse trade shows, TED Talk-style sessions and new technology like holograms are wonderful, but there is still room for continued change that will add value to the attendee experience. I am confident that with the collective brilliance of this industry, we’ll face this challenge and see continued change. -Lambert

One of our biggest challenges is ourselves. Not enough of us treat ourselves or the industry as a real profession. Too many people still think we’re party planners or only focused on the small details. But we are meeting PROFESSIONALS and we should carry ourselves as such. What we do has an impact, not only on the details, but the big picture, too. -Kleinfeld

Within the medical meeting industry, the biggest challenge is the shortage of trained medical meeting planners. One million medical meetings have been projected for 2017 in the U.S. alone. No one has the staff to support these meetings. There is more outsourcing to independent planners but without training, onsite staff may cause possible violations, which result in serious penalties for the client company. -Schaumann

Perhaps for me the biggest challenge is the proliferation of services that require us, and therefore our attendees, to travel less and less to receive information, services and goods. In [the U.S.] we are able to get most things delivered to us by pressing a button. Second, and a great opportunity for those who understand this, it sets a higher bar when it comes to convincing existing and potential attendees to participate in our face-to-face events; why should I go through the trouble of getting there when I can achieve most of my goals in other ways? If you are able to articulate a real answer to this then you are ahead of the curve. -Barradas

Q: How can we best share the story of the global meeting industry’s success and importance?

Everyone in our global meeting industry should have a passion for success and love for the meeting industry. Having a positive impact at each program will help to share success stories and showcase the value of meetings and events. For example, we encourage our clients to always leave a positive footprint for any program that is done with us. Whether the group does a corporate social responsibility project (such as planting native trees or building playground equipment at a local pre-school) or allowing us to donate their florals after an event to a local hospice, every group can leave a positive footprint that can be shared with business leaders, government officials and the world through local media as well as social media outlets. -Manuel

I think it’s less important to focus on a best way and more important that we focus on sharing the message any way we can. A grassroots approach at the local level is key, but essentially a three-pronged approach of local, national and international communications is necessary for the creation of awareness and acceptance. -Liaschenko

Conclusion

It’s a numbers game. Let’s show the world what our work brings to people, to communities, to businesses and even to the government (a.k.a. tax revenue!). How many people does our industry employ? How many hotel nights have we booked? How much do we contribute to the economy? Let’s continue to put the numbers out there. By doing so, our impact can’t be denied. -Kleinfeld

We must continue to work together through the Meetings Mean Business coalition as one strong voice to advocate for our industry. -Cook

I heard a speaker put it best at a recent industry event. Don’t wait until there is legislation being considered to share our story. If you wait until you have to make it a justification then you are too late. -Barradas

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 by Dallas Teague Snider

Two More Record Years for US Hotel

STR and Tourism Economics project the U.S. hotel industry will see occupancy increase 0.3%, ADR increase 2.4% and RevPAR jump 2.7% in 2018 as demand continues to outpace supply. Both companies project similar growth in 2019 but a slimmer gap between demand growth and supply growth.

HENDERSONVILLE, Tennessee—The U.S. hotel industry is projected to post record-breaking performance levels through 2019, according to STR and Tourism Economics’ initial forecast of 2018 released this week at the Americas Lodging Investment Summit (ALIS).

“After another record year in 2017, we’re looking at continued growth in 2018 fueled by strong underlying economic indicators and upgraded GDP forecasts,” said Carter Wilson, STR’s VP of consulting & analytics. “Coupled with moderating supply growth and a slight uptick in pricing power, the industry should see record fundamentals through 2019.”

2018
The U.S. hotel industry is projected to report a 0.3% increase in occupancy to 66.1%, a 2.4% rise in average daily rate (ADR) to US$129.77 and a 2.7% lift in revenue per available room (RevPAR) to US$85.82. RevPAR grew at least 3.0% for each year from 2010 to 2017.

The Luxury and Independent chain scale segments are now likely to report the largest increases in occupancy (+0.4%). Independent hotels are projected to post the most substantial growth in ADR (+2.5%) and RevPAR (+2.9%). The lowest rate of RevPAR growth is projected in the Upscale segment (+1.8%).

2019
For 2019, STR and Tourism Economics project the U.S. hotel industry to report a 0.1% increase in occupancy to 66.2%, a 2.3% lift in ADR to US$132.81 and a 2.4% rise in RevPAR to US$87.89.

The highest overall rate of RevPAR growth is expected in the Luxury segment (+2.4%), while the lowest is projected among Upscale (+1.9%) and Upper Midscale (+1.9%) chains.

North America Media Contacts:

Nick Minerd
Public Relations Manager
nminerd@str.com
+1 (615) 824-8664 ext. 3305

Haley Luther
Communications Associate
hluther@str.com
+1 (615) 824-8664 ext. 3500

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