Vol. 11 No. 1

ThePLANNER 3www.theplanner.ca

i n t h i s i s s u e

Publisher Michel Geoffroy, CMM [email protected]

editor Dana Gonciarz, MA [email protected]

Special projectS Amber Jackson [email protected]

GraPhic artist Matthew Riopel [email protected]

sales [email protected]

circulation Patricia Lemus [email protected]

contributors Michael Caplan, Daniela Caputo, Jyl Ashton Cunningham, Chareen Dias, Audrey Esar, Karen Garscadden, Karoline Labelle, Marilyn Lazar, Sarah Lowis, Callie McInroy, Heather Milliken, Nicolas Richard, Barry Siskind, Frédéric St-Germain, Helen Van Dongen, Sandra Wood, Sharon Worsley

The Planner is published ten times a year.Poste-publication No. 40934013

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A monthly digest to inform and enlighten meeting and event planners

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8 The Devil is in the DetailsTen industry professionals share their experiences and insights for planning a near-perfect event.

17 Food for thoughtPoetry for busy planners

21 Stop spending!In his first in the series of articles, Nicolas Richard explains how to move from the expense perspective to value-added perception of a corporate event.

22 Top Tips for Successful Networking Sharon Worsley talks about networking - a challenge to be

reckoned with and an art to be mastered.

24 The value of face to face How do you measure your success of a face-to-face

meeting with a customer at a trade show? Our trade show expert Barry Siskind explains.

P u b l i s h e r ’ s n o t e

Pareto’s Law or the 80 / 20 rule This law states that 20% of the causes create 80% of the

problems.

For example Microsoft noted that by fixing the top 20% most

reported bugs, 80% of the errors and crashes were eliminated.

In business

The distribution is claimed to appear in several different aspects

relevant to planners, entrepreneurs and business managers. For

example:

• 80% of your profits come from 20% of your customers

• 80% of your complaints come from 20% of your customers

• 80% of your profits come from 20% of the time you spend

• 80% of your sales come from 20% of your products

• 80% of your sales are made by 20% of your sales staff

By applying this rule, the last 20% of details when planning an

event will contribute to 80% of an event’s success! The smaller

details are often what take the most time and what people seem

to remember the most. Therefore, planners strive not to forget

the details. In order to help you, we’ve asked 10 planners with

numerous years of experience to share their tricks with you.

So don’t forget those details and you’ll be guaranteed great

events in 2013.

Best wishes,

Michel Geoffroy, CMM

4 ThePLANNER Volume 11, No. 01

With the year 2012 already well behind us and our first issue of 2013 in

your hands, it is the best time to thank all those who supported The Planner

during the past year. Our gratitude goes to all the contributors, who are

event planners or industry suppliers themselves, yet took the time from

their busy schedules to share their knowledge and experience with you - our

readers – through their articles.

Without their dedication and commitment to excellence, The Planner would

be nothing but another magazine filled with pretty pictures and useless con-

tent. Needless to say, we would not be where we are without a dedicated

team, which in 2012 allowed us to move forward by developing new ideas

and creating new services.

So, thank you Alice Dawlat, for establishing our presence in the Social Media

and thank you Carole Bourinet, for building lasting relations with new clients.

We also extend our appreciation to Dana Gonciarz for ensuring the integrity

of the printed information, to Amber Jackson, a LaSalle College graduate,

for injecting us with her endless supply of energy, and to Patricia Lemus,

for keeping up to date our subscriber lists; to Rhoda Diputado for patiently

preparing each mailing of the magazine, and to Matthew Riopel, who, issue

after issue, is constantly improving the graphic quality of the The Planner.

Last but not least, we must mention our suppliers who are as committed

to The Planner as our employees: Julie Brazeau from Imprimerie Dumaine,

Fabrizzio Minchela from Konica Minolta, David Cox from WordsWrittenWrite,

Lise Lafrance from Traduction Lise Lafrance as well as Anthony Braithwaite

and Sergio Szwarcberg.

Émilie André

Jyl Ashton Cunningham, CMP

Marilyn Bali

Marie-Josée Béliveau-Crevier

Marie-Hélène Boisvert

Wendy Bradley

Line Branchaud

Paule Brisson

Michael Caplan

Daniela Caputo

Daniel Craig

Danielle Crête

Bruno Daigle

Louise D’Amours

Alice Dawlat

Marie-Claude Dufour

Damien Duval

Audrey Esar

Clinton Farley

François Gadbois

Stacey Hanke

Véronique Hébert

Charlotte Jewczyk

François Lanouette

Dominique Lavoie

Marilyn Lazar

Carole Leduc

Michael McAteer

Nicolas Médieu

Juli Meilleur

Hélène Moberg

Natacha Monette

Stéphane Parent

Samy Rabbat

Steve Ross

Marc- André Routhier

Heather Schidlowsky

Diane Senez

Barry Siskind

Rachel St-Amand

Nathalie Thibout

Tony Wagner

Vittoria Wikston, CMP

Sharon Worsley

Philippe Wouters

Heidi Zinn

Here is also our chance to thank our advertisers who, with their con-

tinued trust and financial support, allow us to publish our magazine.

Without them, The Planner would not see the light of day.

Actimax

Action 500 Carting & Paintball

Arbraska

Argos

Aventures Plain-Air

Best Displays and Graphics

Best Western Plus Saint-Jérôme

Bravo Location

Bureau des congrès Alma Lac-Saint-Jean

Canada HBS

Casino Mont-Tremblant

Centre CDP Capital

Centre de commerce mondial

Centre de conférences Gelber

Centre de conférences Le 1000

Centre des sciences de Montréal

Centre Mont-Royal

Charlotte Lefebvre

Chef en Vous

Club de golf de l’île de Montréal

ClubMed Business

Cosmos image

Domaine de Rouville

Domaine Royal Laurentien

Fairmont Le Château Montebello

Fairmont Le Manoir Richelieu

Fairmont Le Reine Elizabeth Montréal

Francis Beaulieu Traiteur

Golf Atlantide

Hôtel Le Chantecler

Hôtel Le Crystal

Hôtel Manoir Victoria et Manoir Saint-

Sauveur Centre de Congrès

Hotel Spa Watel

IMAX Telus

InterContinental Hotels Group

Karina Club Lounge

La cuisine spontanée Traiteur

La Tour CN

Le Diplomate, spectacles, événe-

ments, audiovisuel

Le Flag Shop

Le Hilton Montréal Bonaventure

Le Méridien Versailles

Le Skis Doux

Les Brasseurs du Temps

Les productions Maximum

Lindsay Internationale

L’Oratoire Saint-Joseph du Mont-Royal

Marriott Residence Inn - Montréal

Centre-ville

Meetings and Conventions PEI

Metro Toronto Convention Centre

Momentum 2012

Montréal Marriott Château Champlain

Musée canadien de la guerre

Musée canadien des civilisations

Musée McCord

Mybadges.com

Office du tourisme et des congrès de

Saguenay

Palais de congrès de Montréal

Parc Jean-Drapeau

PM Event Services

PMG Groupe Plaza Management

Productions Éric Cantin

Québec ville et région

Ramada Plaza Le Manoir du Casino

Renaissance centre des congrès et

banquets

Samajam

SBI Audiovisuel

Service de bar Joe Amar

Signature Invitation

Stagevision

Studios Imasun

The Briars Resort Spa & Conference

Centre

The Sony Centre

The Westin Nova Scotian

Tourisme Laval

Tourisme Outaouais

Urbann Produits de prestige

Vignoble Rivière du Chêne

Yukon Convention Bureau

Zenith Team Building et Casino Bluff


5Ways to Reduce Stress

f o r y o u r i n f o

LaughingAt Jon Stewart’s lines “Cracking up relaxes your blood vessels and increases blood flow” - the opposite of what happens when you’re tense - so you can reduce stress in a hurry.

InhalingNot that! Try the scent of roses. They, along with lavender, basil, orange, grape, mango, and lemon, contain a compound called linalool, whose scent reduces anxiety.

Drinking black teaWhile men who regularly drank black tea still responded to stress, their bodies calmed down and reversed the physical responses to stress faster than did guys who drank fake tea.

Try a chi-gong moveChi-gong (qigong), a 2000-year-old series of calming movements and breaths, teaches you how to breathe correctly - from a point 2 inches below your navel. Ideally, do all of the moves regularly. But to sap stress right now, try this one: Stand and focus on a point on a wall, with your chin parallel to the ground. Inhale as you turn your head to the right, and exhale as you come back to the middle. Repeat to the left.

Chewing gumQuietly and discreetly, please. A study of more than 2,000 workers found lower levels of stress in those who chewed gum. The caveat: The research was funded by a gum company. But if it works for you, do it.

A good night’s sleep, great sex, and maybe a different mother-in-law.

Yep. Great stress busters. But when you need to reduce stress fast, try

the following:



What Canadians Want from the BossIn the year ahead, staff would like bosses to pay more attention to them, and to be more explicit about their expectations. A Bank of Montreal survey of 1,000 working Canadians across the country asked respondents to suggest a New Year’s resolution for their boss. Topping the list, at nearly one-quarter of responses, was that bosses should listen more closely to their staff. The second-most popular suggestion was for managers to communi-cate their instructions - and performance expectations more clearly.

As for their own resolutions, 24 per cent of workers said they intend to be more productive in 2013. Nearly one-quarter said they had made and achieved the same resolution last year. Twenty-three per cent said they intend to learn a new skill in the next 12 months.

“This time of the year is a great opportunity to reflect upon the year’s performance, both as an individual and as a member of a team,” Steve Murphy, BMO’s senior vice-president of commercial banking, said in a statement. “These insights and assessments can serve as a good foundation for turning well-intended resolutions for the year ahead into measurable and achievable goals for the new year.”

Throw away negative thoughts?

Psych Central reports that, in a recent study, researchers found that when people wrote down their unwanted negative thoughts on a piece of paper and then threw the paper away, they mentally discarded the thoughts as well. The new study also found that people were more likely to use their thoughts when making judgments if they first wrote them down on a piece of paper and put the paper in a pocket to protect it. “However you tag your thoughts - as trash or as worthy of protection - seems to make a difference in how you use those thoughts,” said Richard Petty, PhD, co-author of the study and professor of psychology at Ohio State University. “At some level, it can sound silly. But we found that it really works. By physically throwing away or protecting your thoughts, you influence how you end up using those thoughts. Merely imagining engaging those actions has no effect.”

Best Destination in CanadaReaders of noted travel trade publica-tion Travel Weekly voted Vancouver the best destination in Canada. Every year, the magazine invites its core readership of accredited U.S. travel agents to take part in the Readers Choice Awards. During a multi-round voting process, ballots are cast for national and international travel suppli-ers that include destinations, airlines, tour operators, cruises and theme parks, with winners considered to represent the best the industry has to offer. The awards are widely recognized as reflecting the profes-sional opinion of agents who are not only avid travellers themselves, but also hear feedback every day from thousands of American consumers.

Double double on generosityOn a recent December morning, as drive-through customers at a Tim Hortons in Winnipeg waited to pay for their orders, a strange thing happened. The drivers in the car ahead of them picked up their tabs. That sim-ple act of generosity wasn’t unheard of in the Prairie city. In fact, last fall, Maclean’s revealed that customers at various coffee shops across the city were being surprised by random acts of coffee charity, a story that quickly went viral and was picked up by news sites worldwide.This time, however, the generosity became infectious. Car after car, customers kept pouring it forward, and what might normally involve one or two free beverages became a three-hour phenomenon. By the time it was over, 228 patrons had paid for a stranger’s coffee and donut.The endless flow of freebies caught restaurant staff off-guard, but then a manager started keeping count as the tally reached into the dozens, then hundreds. “This sort of thing happens quite frequently where one of our guests will buy a coffee for another,” said Tim Hortons spokesperson Michelle Robichaud. “But we’ve never seen something of this magnitude.” It’s still not entirely clear why this wave of generosity has caught on so strongly in Winnipeg, though, as Maclean’s did point out in their original story, the province enjoys the nickname “Friendly Manitoba”.Of course, all good things must come to an end and the chain was broken at 229.


Hilton Worldwide announced a new mat-tress recycling program in coordination with the installation of new Serta mat-

tresses and box springs. Available immediately across all brands in the U.S., the program will recycle approximately 85 percent of the hotels’ mattresses and box springs into various prod-ucts rather than being diverted to a landfill.

“Our hotels have purchased more than 50,000 mattresses in the past two years in the U.S. alone,” said Randy Gaines, Vice President, Engineering Operations for the Americas at Hilton Worldwide. “This program presents a

great opportunity for our hotels globally, offers a cost savings to owners and underscores Hilton Worldwide’s commitment to further reduce our waste output.”In partnership with DH Hospitality, mattresses

will be recycled into other products, including:

• steel springs: tools, automobiles, construction materials

• wood: tempered flooring, particle board shelving and a variety of pressed wood prod-ucts

• cotton fibers: oil filters, mats and stuffing • quilt scrap: carpet padding

Hilton Launches Mattress Recycling Program

One King West Hotel & Residence Releases Mobile AppOn-The-Go Concierge Services At Your FingertipsOne King West Hotel & Residence, a Toronto-based hotel recently released its own mobile application to provide visit-ing guests with a convenient platform to take advantage of the hotel’s services. Together with MConcierge, a software developer specializing in mobile cross-platform applications for the hos-pitality industry, the One King West app remotely taps into the services that have traditionally been fulfilled by the front desk or concierge.

Functionality of the app includes access to hotel amenities and services such as scheduling housekeeping, ordering room service and setting wake-up calls; locating the nearest attractions and food & drink establishments in the city, while also allowing guests to check their bill or request to extend their stay.

As One King West continues to elevate its guest experience to maintain a competitive edge in the industry, the app serves to supplement the full-service offerings of the hotel by appeal-ing to the tech-savvy traveler.

The available app is currently compatible with iPhone 3GS, iPhone 4, iPhone 4S, iPod touch (3rd generation), iPod touch (4th generation) and iPad, and requires iOS 4.3 or later. Android, BlackBerry and Windows Mobile users can also access the app via onekingwest.mobi.

Congratulations to Air Canada Vacations for Supporting Charitable CausesAir Canada Vacations recently participated in charitable causes through its Destination Green committee. Boxes of school supplies were shipped to the Sandals Foundation in the Bahamas and in Jamaica at the end of December 2012. Collecting a total value of over $6,600 in items, employ-ees from the Toronto and Montreal offices purchased and donated new and used school items to benefit students and children in the Caribbean.

A second initiative began with a call for donations of blankets for the homeless. Raising over $1300, the blankets purchased and donated will be divided between two organizations: Dans la rue in Montreal and Eva’s Initiatives in Toronto.

h o t e l n e w s

World’s Tallest Hotel

Fancy a night in the clouds? The JW Marriott Marquis Hotel Dubai has been recognized by Guinness World Records as the tallest in the world. At a height of 355 metres from ground level to the top of its mast, the towering hotel is only 26 metres short of the Empire State Building in New York. Spread across two 77-floor twin towers, each with 804 rooms and an array of 14 restaurants, bars and lounges, the hotel fills a need in the region for large-scale conventions of up to 1,000 people. “Dubai is a city of superlatives and the JW Marriott Marquis is an outstanding addition to its iconic skyline,” said the hotel’s general manager, Rupprecht Queitsh.


d e ta i l s

Make a list and check it twice (or three times, at least)

Organize vendors list and contacts

Have a complete time line for the day and who is responsible for what

Work as a team, think of the project like lego blocks, what is the foundation, and how do we build...logical sequence of events

Co-ordinate ahead of time all the anticipated details and leave room for last minute judgement.

Assume things always take longer and leave a little time to tweak

COMMUNICATE...keep everyone informed and on track

ANTICIPATE...what should happen, what COULD be the pitfalls or challenges

EXPERIENCE...build on past experiences to pre-pare yourself for new challenges

Don’t assume anything, check and check again!!

BIG IDEAS...little details

Karen Garscadden, “G”, has a background in recreation leadership and began her career work-ing on community events and programs. She launched UP & COMING EVENTS which produced award-winning events for 22 years. She now operates independently as KAREN G EVENTS, co-ordinating social, corporate and gala events, as well as high-end weddings. Solid communica-tion skills enable her to build relationships with both colleagues and clients. She is a leader and a mentor to many in the industry and acts as a guest lecturer in the field.

My name is Karoline but you could call me Dora, as in Dora in Finding Nemo. Why? Because my memory is just as bad. Yes, I have a very bad memory and being the detail oriented person I am, it makes things more complicated. But I get around. How? Over the years, I have had to be creative and develop some tricks.

I love details and when planning an event, I always make sure I have a clear vision of it in my head; I imagine it and rehearse it over and over again and I slowly go through every step to anticipate what might be needed. And along the way I take notes of every single detail. EVERYTHING. Then my challenge is to remember all those details...

So... I take notes, lots of them: on my Smartphone, on virtual post-its in my computer, in my event folder, on a note pad in the car, everywhere. I send myself reminder e-mails, I record voice messages and I set pop-ups on my i-phone. Then, once my day is done, I transcript all those notes and make one master list that I carefully place in my event folder. That list follows me everywhere and I return to it constantly before, during and even after the event. It has been a proven - very efficient - meth-od for me... I love details and I realized over the years that I was great at noticing and handling them because I have eyes everywhere: I see and analyze everything and I have a clear vision (foresight) so I can anticipate needs and problems (most of the time).

All these things help.

But most of all, I have great passion. I care. I love planning events and I do it, yes, to help out and please the client, but mostly I do events for myself, to have fun, to surpass myself and to feel involved in something great.

Already at the age of 5 Karoline was planning parties for her teddybears, garhering them in a circle and serving them canapes - crackers with toothpaste on top - yum(!) Event planning was part of her daily activities and today, 35 years later, it is still a great passion as she continues to put together various events as a freelancer. She went from teddybears to specialising in the music, fashion and the beauty industry.

Last year, one of her long time dreams came true as she was offered teaching positions in event planning and communications in English at LaSalle College and French at l’Ecole du Show-Business.

Karoline Labelle, 514.996.5276karolinelabelle.com

The Devil is in the detailsWe asked meeting professionals: How do you plan the details so that nothing is forgotten during one of your events? Here are their answers...


d e ta i l s

They say the “devil is in the details” and nothing can be more true for any meeting planner. Whether you are walking into a full service convention centre or using an unconventional space such as a high school to hold your meeting, remembering the details can make or break your event.

So how do you ensure that everything from microphones to kleenex is covered? It boils down to four main things.

1. Think chronologically, “pre-meeting” “during meeting” and “post meeting”. Walk through the meeting and visualize in chronological order the steps you will take to deliver that event. As you do this, be sure not to just think about things from the planner’s perspective, see yourself as a delegate and what you will need. For example, will you want to know where the washrooms are? As a planner you’ll what to ensure the wash-rooms are clearly marked and if they aren’t, you’ll need to make some signs. Thinking chronological, on both sides of the equation will serve you well in covering off so many details.

2. Make lists of all the details - These can be as comprehensive as you want and assume nothing. Remember, it’s your tool to help you and it’s Ok to be dependent on it. There are so many things to remember it’s impossible to remember it all, even the most seasoned planner will forget something. Think about succession planning, in case you can’t deliver the event, be sure the next person can understand your list.

3. Next steps is to create charts and delegate. Documents such as function sheets, critical paths, volunteer schedules should all address the details in your list and spell out how to deliver on them. Delegating ensures you’re not the only one who has to think of everything, get help where you need it to cover all the bases. I put a huge amount of detail on my function sheets, everything from food guarantees to shuttle bus schedules. I do this because it means I have one comprehensive docu-ment to look at and I’m not flipping through different lists where I run the risk of missing something and I can hand that document over to someone to run with it if I delegate them the responsibility.

4. Document as you go. It’s incredibly busy at your meeting and hard to find any time to make notes to help you in the future. But take the time to keep notes of what went well, what didn’t, what can you improve upon and even what isn’t necessary. Hold debriefs with all the stakehold-ers to get their insights as well and review the evaluations your delegates provided. Their perspective can be completely different from yours, but their input is valuable. Glean from these, go back and update those lists and charts and let the cycle start all over again.

Follow these steps and you’re well on your way to covering off the details at your event. Take comfort in knowing that forgetting something hap-pens to all of us, don’t beat yourself up about it, learn from it and be sure you put it on your to do list for next time.

Sandra Wood, CMPManager, Annual MeetingCanadian Medical Association

The Devil is in the details

There's really only one tried-and-true way to plan an event, whether it's corporate or personal, so that nothing falls through the cracks, and that's having checklists. A checklist will ensure that no detail is overlooked and can even help you to improve your planning skills over time.

There are three main checklists you should have for an event:• Checklist for planning the event• Checklist for executing the event• Checklist for after the event

It's vital to document all of the aspects of your event from pre-planning to the post-mortem - you'll likely find yourself referring to these notes throughout the organizing process and even once you've moved on to other events.

The main areas you want to include in your checklists are the following:• The theme and reason for the event• Promotion of the event• The date(s)• How many people and who these people are (who are you

planning this for?)• The venue• Catering: Food, drinks and bar, and any special require-

ments that need to be adhered to such as allergies• Entertainment: DJs, music, or entertainment "acts"• Decor: Flowers and rentals• Transportation (if this is needed)• Accommodations (if this is needed)• Permits• Staffing: Include everyone, from servers and bartenders to

speakers and workshop leaders• Activities (before and after the actual event)• Budget• To-dos for setup and tear-down

You'll want to create a sample agenda and distribute it to everyone prior to the event so that you can collaboratively ensure that everyone's on the same page and nothing has been overlooked.

After the event, it's imperative to evaluate certain aspects of the planning process. This would include success rate, costs, what could have been avoided or done better, and the overall return on investment. For corporate events, consider giving attendees an evaluation form to get valu-able feedback.

Daniela Caputo. Over nearly three decades, Daniela has become an event planning authority for her wealth of experience and expertise. She teaches event planning at Lasalle College, and is a speaker for a number of school boards.


d e ta i l s

When a new event arrives on my desk, I generally start by developing the budget. Working through the line items ensures I think of all the major categories (e.g. travel, meetings space, guestrooms, food and beverage, audio-visual) and the first-level detail in each. Next, fleshing out the critical path highlights others (vendors, participants, my marketing colleagues) who will undoubtedly contribute details to the final plan.

Ultimately, it’s the program agenda that drives much of the to do list. Once it’s roughed out, I consider the experience from the participant’s point of view. I walk through their event experience, from receipt of the save-the-date or invita-tion, through registration, preparation for the event, and each element of the onsite experience until they return home with the event behind them. It’s easy to remember the big things (ordering meals, making name badges, hiring speak-ers); the participant view should highlight questions the answers to which help catch the minutiae.

For example: Will the participant travel to the event?• Who books/pays for the air?• Are special bag tags needed? How will they be distributed?• Are ground transfers required? At home? At the destination? In each direction?• Should travelers take medical precautions before leaving home? Vaccines?

first aid supplies to pack?• Are there rules around passport expiry dates? Is a visa required?

Arrival at the hotel• How will you welcome participants to the property?• Where should they go first: hotel front desk, or event registration? What

does that mean for your signage requirements?• Wll there be line-ups? Can you avoid that? Make it less annoying?• Do you want participants to receive anything upon check-in? Collateral?

Branded keys? Amenity?

Using this level of detail at each step in the process ensures I don’t miss a thing.

Helen Van Dongen, CMP, CMM is National Director, Event Management at KPMG. She leads a team responsible for more than 150 events each year. Before joining the firm, Helen served in leadership roles at RBC Capital Markets, Deloitte, and the Canadian Society of Association Executives (CSAE). She has more than twenty years’ experience in planning and delivering high-level meet-ings across Canada and around the world.

Helen co-edited “Meetings & Conventions: A Planning Guide”, the most widely used meeting management textbook in Canadian universities and colleges, and has served on the faculty of multiple international industry conferences.

Helen has served as Chair of the MPI Foundation Canada Board of Trustees. She has taught the CMP Exam Review at MPI’s international conferences, has facilitated for PCMA’s Canada East Chapter, and continues to be sought after as a presenter and panelist at industry events.

We all have line-item templates to help us take control of the common details.

What about the details which are unique to each event?

Here’s a strategy that is popular with many event planners and meeting producers.

Walk it though, in your mind. Absorb the entire experience from every angle.

Write down what you see and hear. What’s the feeling at that moment? How does it change as you continue your journey through the event.

We use a Scenario (or Show Flow) for parties and a Cue Sheet for meeting productions to track the details related to the stage action, screen visuals, lighting, and sound. Then I hand it off to someone way better than me at logistics to create the “Run Sheet”. That’s our play by play that covers everything, including the load-in/out and set-up schedules.

Use whatever template works for you to get everyone on your expanded event team to know exactly what they have to do and when they have to do it.

Get your scenario and cue sheet started early, label it V1 and share it with everyone critical to the process. Invite feedback. Revise and send off V2 with the date. Repeat. Make sure every-one is always on the same Version (just because you emailed it doesn’t mean they got it). We like to joke about how many versions we might go through until the “FINAL”… a euphemism for “as of now”.

Ultimately, a variety of ever-evolving detailed lists are the right tool to synchronize your team for whatever type of event you are producing. These tools allow everyone to take ownership of their moment to deliver a seamless experi-ence for the ultimate benefit of your client and their audience.

Michael Caplan is the founder of Sensix Communications & Events. Widely regarded as an expert in the creation and production of world-class meetings and events over the past 30 years, he has been honoured as Canadian Producer of the Year and has consistently led his team to many STAR and Special Event Gala awards.


d e ta i l s

Ask any planner what they consider to be the most important factor in a successful event and one word comes to mind, “Details”. It’s kind of like being on a diet and writing down everything you eat and drink each day. Seeing it written down makes you think, validates the process and just makes things work better.

Follow these simple suggestions for keeping your details accurate:

• Have someone else check over your timings, names and addresses, contact numbers, rooming lists and room alloca-tions, audio visual orders and menus. It’s amazing what they can see that you have missed.

• Confirm everything you have planned 24 hours before it takes place.

• Have two copies of contact numbers with you at all times, one in your mobile phone and one in the hard copy of the itinerary.

• Copy and paste information from supplier contracts and itiner-aries into your schedule of events. Retyping details can lead to embarrassing mistakes.

• Double check that your suppliers have all of your contact infor-mation, so there is no excuse for them not reaching you.

• Be prepared for emergencies and the unexpected and have a Plan B at all times.

There are reasons you still see a successful planner running around with a clipboard and a pen behind one ear. Yes, tablets are mov-ing in, but they can still be lost, they break when you drop them and they cost a lot more than a clipboard. There is nothing quite so satisfying as crossing off the day’s details with a red pen and moving the paper to the back of the carefully clipped stack of important things to remember. Having the paper there when an authorization signature is needed, or when scribbling a hasty note to a suddenly changed itinerary is required, just makes sense to the detail oriented planner.

Jyl Ashton Cunningham, CMP is owner of JAAC Meetings & Events By Design. Jyl welcomes your comments and can be reached at [email protected]

Meetings gone badly, ones we have actually experienced, others we have only heard of, the stuff of urban legends.

It only takes one thing to go wrong at a meeting, be noticed and talked about to derail careful and meticulous planning.

I am still haunted by a jammed slide in a slide tray 15 years ago at a major cardio vascular association meeting. The presenter had insisted on loading the slides himself. I let him do it because he was a difficult man. He was halfway through his presentation when the slide jammed. He clicked and nothing happened. It was an agonizing two minutes of silence as we scrambled feverously to fix the carousel. I will remember it always, the presenter standing there helplessly, the client staring right through me.

Think about the number of times you have attended meetings and something went wrong with the audio visual: you cannot hear the speaker, the power point slides are not focused on the screen, internet connections malfunction, the list goes on and on. Then you line up at the buffet table for lunch, but by the time you inch your way through the line, there is little left to choose from that appeals to you. The meeting is over, you have said your goodbye and now you wait in line at valet parking for 20 minutes waiting for your car.

Here are four simple tips I have picked up over the past 15 years, by watching what others do well, and learning the hard way from my own experience when things go wrong.

1) Never assume. Do not assume something will be done just because you mentioned it in passing. Request everything in writing and ask your recipients to confirm receipt by return email.

2) You have to rely on your meeting partners to work together with you. Do not try to do it all by yourself. Choose your partners carefully based on their reputation, professionalism and service. Know who you are working with. Ask for references. When you do not have a choice who your partners are, take the time to commu-nicate with them to let them know what your objectives are for the meeting.

3) Listen to what your clients and attendees are telling you about what they want from their meeting experience. Understanding their meeting expectations will help you provide an optimal meeting environment. If they are expecting a wow experience with great food, music, networking opportunities then you need to figure out how to make it happen.

4) There will always be issues at your meeting you need to address. The key for me is to identify in advance what they are and create scenarios on how to manage these challenges successfully.

Heather Milliken, CMP. Since 1997, Heather Milliken has been Director of Medical Meetings for Montreal-based Snell Medical Communication. She has organized and managed a wide range of events throughout Canada, the United States and most of Europe. Heather has also trained and developed many personnel in all func-tions relating to meeting planning and execution. She has been a member of MPI Québec since 2003, and has been Vice President of Education since 2008, and has also served as a member of the MPI Canada Foundation. Heather is a guest-lecturer at John Abbott College where she speaks on the intricacies of industry contracts. Heather holds a BA in Psychology from York University.


d e ta i l s

Work the Plan: In Preparation for a flawless finish

When it comes to event planning, the law of the jungle is to expect the unexpected.

Even the most seasoned planner will inevitably encounter a host of unanticipated details ranging from minor hiccups to downright game changes in the final hour of any event.

But, what separates the pro from the fresh-faced dear-in-headlights newbie is thorough and meticulously detailed preparation far in advance of ‘day of’. Knowing that you’re ready for anything allows you to react and adjust to changes quickly and give off that duck on water confidence every planner covets.

Generously apply these industry commandments to your next event plan for a (seemingly) flawless finish:

Build Your Framework

The secret to being organized? Using the right tools. Start by developing a system that works for you and ensures all event details are kept up to date and at your fingertips.

Today’s technology provides a host of software & mobile apps to keep each of your events on track, but a good old-fashioned binder with tabs can work just as well.

Begin tracking details from your first client meeting, and update each time you work on the file.

Make a List

Visualization can be a powerful organizational tool. Start by pictur-ing “day of”, then develop a work back plan.

Envision exactly what you (and your client) want the event to be – look, feel, taste, smell, and sound. Compile the details and create a master ‘To Do’ list working backwards from event day.

Categorize your list in chunks of time (12 months out…4 weeks out…day before, etc.) so that you stay 100% on track right up until go time.

Foresee Challenges

Review your checklist and try to identify ‘what if’ scenarios – bad weather, venue problems, keynotes missing a flight – and begin to develop strategies to avoid each one and a plan B in case you can’t.

No one can predict the future and no event is ever without sur-prises. However, simply working through this exercise will arm you with solution-based confidence as challenges arise both leading up to and on event day.

Callie McInroy is the Eastern Canada Event & Sponsorship Specialist for GoodLife Fitness and has over 10 years’ experience as an event planner, freelance writer, and world traveller. She has been published in The Planner, OptiMYz Magazine and GoodLife Fitness Online. GoodLife is the largest fitness company in Canada and the fifth largest in the world.

How do you plan the details so that nothing is forgotten during one of your events? You need more than a to do list and a great memory. You need the ability to ignore the “non essential time sensitive” stuff for as long as it takes to focus on the “essential non time sensitive” stuff. All sound familiar? It should, as Steven Covey says it in the third habit “Put First Things First”.

In the world of conference and event management, focus-ing on the “essential non time sensitive” stuff means taking the time to prepare a timeline outlining what needs to get done when and by whom as your first step. Your timeline is working document evolving all the time that doesn’t sit in a file somewhere. It is referred to on a weekly basis and is the source from which more detailed plans are created for the various areas of responsibility like sponsorship, market-ing plan, registration, production and onsite management. And because no one person is an octopus, you surround yourself with an amazing team empowered to have owner-ship in their area of expertise. Regular team meetings reviewing the timeline, what needs to be changed, added and done next ensures everyone is on the same page and going in the same direction. So, when event day comes, you are bored with very little to do!

Sarah Lowis, CMP, CMM

President

Sea to Sky Meeting Management Inc.

Sarah is the founder and President of Sea to Sky Meeting Management Inc., an award winning company founded in 2001 providing association, conference, and event man-agement services to associations and organizations around the world.


f o o d f o r t h o u g h t

I have to say that I'm not a big poetry fan, but once in a while, having an open mind, I take a peek. While in a second-hand bookstore in Edinburgh, the title of a book caught my eye: ''Words of an Edinburgh Lad". Here are three short poems from this book by J.M. Robertson which I thought I would share with you, as being a planner is not always easy.

If you have any words of wisdom, please send them along so that we can share them with other planners.

Michel Geoffroy, CMMPublisherThe Planner/Le Planificateur

Poetry for Busy Planners

OPTIMISM

Care a lot,

And share a lot,

But never court despair a lot.

Strive a lot,

And thrive a lot,

By keeping hopes alive a lot.

Befriend a lot,

And mend a lot

Of bridges we can tend a lot.

Try a lot,

Apply a lot

Of never saying die a lot.

The Alphabet of LifeApply an optimistic trait.

Be conscious of the whims of Fate.

Capture comfort when you can.

Destroy each pessimistic plan.

Embark upon this theme, and choose

Friendship for a constant cruise.

Grab each opportunity that may

Help to brighten up the day.

It’s never wise to analyse

Joy as some elusive prize.

Keep a level head although

Life can sometimes lay us low.

Misery deserves no vote –

Never let it rock the boat.

Organise a moral mix

Prepared to tackle trouble’s tricks.

Question attitudes that bring

Rancour into everything.

Sincerity can help to make

Toleration’s “give-and-take”.

Understanding starts with ‘U-

Vindicate that point of view.

Wipe out lethargy a lot –

X can mark that special spot.

You can find, without regret,

Zest for living’s alphabet.

Think AgainEach time you think that Life’s unfair,

Because the burden’s hard to bear;

Or when you feel inclined to sigh

That fame and fortune pass you by-

Think of those, who have no sigh

And live their days in endless night;

Think of those, who cannot hear

The voice of Spring so soft and clear;

Think of those, who have no voice

To speak with others and rejoice;

Think of those, who lie and pray

For strength, that they may walk someday;

Think of all the sick and maimed,

For whom no sign of hope’s proclaimed;

Think of each unhappy life

Shattered by some mortal strife

And cast aside the mournful view,

That Life brings nought but care for you;

For surely they are more inclined

To say that Life has been unkind.

Think of them and then recall.

You’re not unlucky after all.



The Fairmont Pacific Rim goes high techThe Fairmont Pacific Rim has become a leader within the hospitality industry by implementing the REX (Room Expeditor) system on iPod for its housekeeping team to complete their daily tasks. Each team member is provided with an iPod touch allowing Housekeeping, Royal Service, Engineering and Front Desk team members to become immedi-ately updated with guest requests and room status. The app, which is icon driven, allows the team members to access many features including guest preferences, video and photo instruc-tion, automated room list tasks and daily

productivity tracking, thereby creating and efficient, immediate and paperless work day. With this system in hand, it stands to reason that The Fairmont will have more flexibility for check-in and check-out, as immediate status will be available on room occupancy throughout the day. At The Planner, we predict that it won’t be long before hotels book rooms on a 24-hour basis, as opposed to by strict check-in and check-out times. 2013 will be the year of return to more one-on-one personalized service. Let’s see if this becomes part of that trend.

Cheap

(and not so cheap)

DestinationsSpain and Sri Lanka have tied as cheapest of 42 destinations surveyed in the latest British Post Office Worldwide Holiday Costs Barometer.

The Barometer collates the cost of eight items: a cup of coffee; a bottle of local beer; a can of Coca-Cola; a glass of wine; a 1.5l bottle of mineral water; a 200ml bottle of SPF15 sun cream; a packet of 20 Marlboro Lights; and a three-course evening meal for two adults with a bottle of house wine.

At $57.01 for all eight, Spain and Sri Lanka’s holiday costs were less than half those of 21 other destinations and a quarter of the cost in Australia ($229.54) and South Korea ($232.15), the most expensive countries surveyed.

Spain was helped by low meal prices, with eating out now around 50% cheaper than five years ago.

Third cheapest was the Czech Republic at $61.89, followed by Indonesia ($63.94), Vietnam ($68.26), Bulgaria ($71.26), Portugal ($71.95), Mexico ($77.31), Hungary ($81.29) and Turkey ($83.57).

Turkey returned to the top ten cheapest countries for the first time since 2008, after meal prices tumbled 22%. As a result of this and a stable exchange rate, Turkey’s total cost is 16% lower than last year.

The biggest fall in costs among the European countries studied came in Greece, with an 18% decline to $90.85, making it 14th cheapest overall.

Once a Barometer top ten regular, Thailand has now dropped to 16th ($92.13), with ris-ing resort prices meaning tourists can expect to pay 22% more this year than last.

Top 5 Reasons Gen X Workers Quit Their JobsMillennials are thought to be the genera-tion most prone to job hopping, but they aren’t the only workers who have a “lack of loyalty” in the workplace. It turns out Gen Xers, those currently in their early 30s to mid 40s, aren’t planning to stay with their employers for very long either.According to a survey conducted by Deloitte Consulting, only 37 percent of Gen Xers said they plan on staying with their current employers once the econo-my improves, compared to 44 percent of Gen Y and 52 percent of baby boomers.

Why are Gen X workers leaving their jobs? Melissa Llarena, CEO of career-coaching firm Career Outcomes Matter, shares her top 5 reasons:

1. They don’t trust corporations. Gen X workers are uncomfortable with corporate life for several reasons: First, as teens, they witnessed the baby boomers getting laid off in their 40s. Second, that senior generation is now pushing back retire-ment for financial reasons, resulting in Gen X employees not getting the promo-tions they thought they would; and third, Gen Y is getting higher salaries and faster promotions because of their technology skills.

2. The want to become their own bosses.

Forget Gen Y being tagged as the most entrepreneurial age. In actuality, Gen X is the most ambitious in starting new busi-nesses. According to a study conducted by The Center for Work-Life Policy, nearly 40 percent of Gen X men and 25 percent of Gen X women reported that they want to eventually become entrepreneurs.

3. They’re being poached. By this time in their professional lives, Gen X workers are at the top of their games; hence, they’re more “susceptible to poaching from recruiters and former managers”, compared to those in other generations, Llarena says.

4. They need fulfillment. By now, Gen X has been working most of their lives and have been overshadowed by the baby boomers and Gen Y. Combine this with their approaching midlife, and Gen X wor-kers feel it’s time to find something more meaningful and fulfilling.

5. They’re starting families later. According to a study by the Center for Work-Life Policy, Gen X has pushed back starting families until their mid 30s to 40s. The study reported that 43 percent of Gen X women and 32 percent of Gen X men don’t have children, but may be planning to later.


La belle province: slimmest in Canada, eats the most dessert

It’s a delicious irony that you have to go to Canada’s slimmest province to find the biggest advocates of dessert.

According to a new long-term study of con-sumption patterns, Quebecers indulge their sweet tooth 42 per cent more than the nation-al average, with top picks being cake and cookies yet boast the lowest proportion of obese and overweight adults in the country.

“Obesity is largely a problem of culture and values, and Quebec does have a very dif-ferent eating culture and values”, Dr. Arya Sharma, a professor of medicine and chair in obesity research at the University of Alberta, said. “It comes down to mindful eating: tak-ing time, celebrating food, sitting down at the table to eat and not eating at your desk or in your car or in front of the TV”.

According to Health Canada’s Canadian Community Health Survey, 56 per cent of Quebec’s adult population is obese or over-weight, which, although sizable, is still the lowest in the country. Newfoundland and Labrador tip the scales at 71 per cent, fol-lowed by Saskatchewan at 68 per cent. All other provinces weigh in at between 60 and 66 per cent, with the exception of Ontario, whose proportion of obese and overweigh adults is 59 per cent.

The study is based on a national sample of about 3,000 Canadians whose daily eating habits were recorded in a diary over seven days.


Generation Gap in Travel The average adult will have travelled to eight more countries than their parents by the age of 40

A recent study found that the aver-age 40-year-old in the UK will have clocked up more than 18,000 travel

miles on average, visiting 13 countries, in contrast with their parents, who at the same age had visited an average of only five, U.K. based Holiday Hypermarket reports.The poll, which was run by British Airways Highlife Magazine, revealed that seven in 10 travelers choose destinations in which they can explore and experience a new culture. Ease of travel and the availability of cheap flights provide greater access to far away, exotic destinations for those trav-elers who like to explore and experience new cultures. Times have most certainly changed with regards to popular destinations, however. In the past, most Brits visited nearby European countries such as France and Italy for a typ-

ical beach holiday. Today, holidaymakers are increasingly more adventurous, choosing a wider variety of destinations; whether it is a short trip to Morocco and a visit to local markets in Marrakesh or enjoying the white sandy beaches of the Maldives. E-commerce Manger at Holiday Hyper-market, Calum Macdonald, comments: “Generation Y’s love of travel and search for cultural enrichment, along with their increasing digital capabilities, has revolu-tionized the way in which travel operators display and publicize holidays. With much more readily available information on far-off destinations, travelers have more ease and confidence in choosing their dream destina-tion than in the past. With four in ten travel-ers claiming they travel more than ever, it will be interesting to see where the future of travel will lead us.”

Social Loafing: Less is More in Teams The earliest known attempt to investigate the relation between team size and produc-tivity dates back about a hundred years to the famous experiments by French engineer, Maximilien Ringelmann. In a set of simple rope pulling experiments, he discovered that, in what is now know as the Ringelmann Effect, people’s efforts quickly diminished as team size increased. Eight people, he found, didn’t even pull as hard as four individuals.In the 1970s, Alan Ingham and three col-leagues decided to recreate the experiment at the University of Massachussetts, Amherst. Whereas their replica of Ringelmann’s experi-ment produced near-identical results, a clever variation on it - where, unbeknownst to others, some students were asked to merely pretend they were pulling the rope - gener-ated an extraordinary observation. It didn’t seem to matter whether people were part of large team or simply thought they were part of larger team - they worked less hard. Thus, in a team of six (where three had been asked to pull as hard as they could and three others instructed to pretend), those actually pulling the rope put in only as much as they had pre-viously done in teams of six.Their experiments illustrated the problem of “social loafing” - when team members reduce their effort because they feel less responsible for the output. Social loafing is one of the most documented phenomena in social psychology and has been demon-strated on all kinds of teams, including those that rely on people with different skill sets working in some coordinated fashion (such as those in today’s workplace, since team tasks such as pulling a rope are relatively rare in the workplace). Since Ingham’s recreation of Ringelmann’s experiment, at least another eighty studies on social loafing have been published, based on a variety of tasks - including such complex tasks as brainstorming or rating poems for quality. In these experimental contexts, the research shows that people tend to prefer teams of four or, at most, five members. Anything lower than four was felt too be small to be effective, whereas teams larger than five became ineffective.


Location is a determining factor; you need

to choose a venue which is accessible to all

participants and make sure it meets certain

other criteria established well in advance.

Once you have determined a place, a meeting

with the on-site event coordinator will have

to be scheduled. Different points will have

to be discussed during this meeting, such as

the budget, the game format, the number

of players, the start time of the event, the

methods of payment, the banquet, if you also

plan one, and the overall program of the day.

The venue’s event coordinator will also help

you finalize all the details later in the planning

process.

Next, the financial aspect will come into play.

If your event is to raise funds for an organisa-

tion, certain factors will be taken into consider-

ation, starting with the calculation of individual

cost. Your planned budget should be based on

several levels of profitability depending on the

number of participants. It should also take into

consideration the projections of ticket sales

in order to determine the ticket price. In light

of this information, you will be able to assign

specific tasks to members of your organizing

committee and put your plan into action.

Together, you will need to establish a sales

strategy, as well as a marketing plan to ensure

that the predetermined objectives are met.

Another essential task you will have to per-

form is recruitment. You should identify your

partners, sponsors and celebrity guests, and

secure their participation early in the planning

process. You will also want to recruit volunteers

to assist you during the golf tournament. You

should prepare solicitation letters and e-mails

that should be sent to every person and com-

pany that could be interested in participating.

You should also make sure that you have a

complete sponsorship plan at hand that sum-

marizes all the necessary information with the

different levels of sponsorship stages. You

should centralize all the information on your

website. We recommend promoting on social

networks or any other forms of appropriate

communication.

The days that precede the event will be very

crucial. The remaining details will be finalized.

Here are the points that you should confirm

during this closing sprint; the reception, the

location, the availability of the reception room,

the course, the location of stations on the

site, as well as the general organization. The

event coordinator will play an important role

in ensuring the proceedings and success of

your day.

When your event is finished, you should create

a post mortem of your day. The evaluation cri-

teria should be based on: your guests’ general

satisfaction, the choice of the property, the

breakdown of expenses, the involvement of

your committee and volunteers, and the over-

all profitability. We recommend that you send

thank you cards to your guests, sponsors and

people who helped make this event a success.

This plan of action will enable you to have an

idea of the necessary tools at hand to make

your golf tournament an extraordinary one.

For more information contact: Frédéric St-Germain CPGA Director of Golf, Val des Lacs Golf Club Email: [email protected] Website: www.clublink.ca [Canada]

The success of a golf

event resides mainly

in its preparation. To

help you organize a

great event, ClubLink

Corporation suggests

an easy to follow

action plan. The

strategy will remain

the same regardless

of the type of

tournament you plan

to organize.

Golf tournament?

Nine to Six Months before the Tournament

P l a n n i n g


Stop spending, and start investing!In times of austerity, many com-panies limit their spending, starting with the funds earmarked for events, as they are often seen as "futile”. This is a mistake because a well organized event can bring a much needed value to a business, especially in tough times!

You've probably heard the following comment somewhere: "Instead of spending on this event, they could use this bud-get to save the jobs of my two colleagues!" Even if we see continued improvements in our event organizing industry,

I note that the decision too many customers make (in this case, the management team that has the responsibility to allocate resources to ensure the growth and sustainability of the company) perceive events as a commodity.

However, commodity is the worst type of positioning for our industry, as commodity is mostly associated with ‘no added value’ and it is therefore an EXPENSE; an expense that must be reduced and even

eliminated when companies implement austerity measures.

Nonetheless, a company will INVEST only when it can perceive and measure every dollar that allows them to create wealth. The more it invests the more wealth it creates.

As event planners, it is our duty to change the perception of our clients. To begin with, it is better not to discuss details of an event at the very beginning, but instead start by discussing its objective by aligning it with the corporate strategy. In other words, let's first talk of "why" before addressing the "how"!

To bring added value to a company, it is necessary to understand its various issues, objectives, culture, brand, priorities, and what diffe-rence will that event bring in this context. Nothing new!

If everyone involved adopts this approach, travel and corporate events will be seen as strategic investments that are vital to achieve their goals!

Here are some suggestions on how to become an investment for your customers:

1. Be curious and strategic, go beyond first level objectives (mobili-zation, recognition, and synergy to bring the brand to life ...) while integrating them! Ask members of the management team what their challenges, desires and visions are, and in a perfect world, what would be different. You will be surprised with their answers!

2. Always be aligned with a pre-defined strategy: be aware and avoid deviations from the common objectives related to various changes that occur during planning! Make sure to constantly check that your choices are geared towards achieving the previously identified needs.

3. Eliminate any element that does not bring the desired added-value!

4. Creativity must serve the objective and not the contrary.

5. An informed person is much more relevant. Explain the purpose of the event to your colleagues, suppliers, partners; they will be better equipped to advise you and can also bring and / or add value.

To dig deeper into this matter, future issues of The Planner will pre-sent you with a series of articles illustrating, in different contexts, to show how you can bring added value through travel and corporate events!

Nicolas Richard – President of Othentika, event and corporate travel organiser; conference speaker. An ‘experience creator’, Othentika is an event agency based in Montreal, which provides travel planning and organization, as well as turn-key corporate events.

P l a n n i n g


c o m m u n i c at i o n

toP tiPs for successful networking

Why is it that so many

people are either fearful

of networking or don’t

really know how to

make the most of the

opportunities found in

this powerful tool. Well,

I believe it is for two

main reasons: firstly,

many of us haven’t really

ever been taught how to

effectively network and

secondly, many of us have

witnessed so many bad

examples of networking

that it often turns us off.

Still others don’t realize how important it is to maximize networking oppor-tunities which can be useful in secur-ing new careers, building business or

just creating new relationships.

Below are numerous tips that you might find useful to either start networking, or to refine your skills. You may already be familiar with many of these tips. However, it might be in your best interest to read them all and con-sider them as reminders.

Networking is a two way streetI don’t know about you, but I really don’t enjoy talking with people when all they do is talk about themselves, and what you can do for them. To deepen the relationship, ensure that you ask the other person about themselves first, and how you can help them. In finding out about them, you will also learn how they can help you, without your having to dominate the conversation.

It isn’t about how many people you knowPeople are often mistaken in believing it is how many people you know that makes you a great networker, when I believe it is about how much you know about the person. Have you ever gone to an event where people speak to you for a few minutes, usually talk-ing about themselves exclusively, then ask for your card and give you theirs? I generally don’t keep these cards for follow up, as usually, the person didn’t make any sort of impact on me where I would want to develop a possible relationship with them.

Don’t expect anythingA good networker looks at how to add value to someone else before thinking of how they will gain. That is not to say that you should not benefit from the relationship in some way, but I find that comes once you make that person more important than what they can do for you first.

Have a planBefore arriving at an event, have some sort of strategy worked out. Do some research if pos-sible on the likely attendees, what they do and where they work. If you know who you want to meet in advance, even if it is the type of per-son only, you have more likelihood of meeting them, instead of just standing in a corner and hoping someone will speak to you.

Introduce othersOne of the best ways to overcome being nervous in meeting new people is by intro-ducing other people to each other. This is particularly powerful when done in person. At that moment you are not thinking about your nervousness but instead directing your attention to the people you are introducing to one another. An added benefit is that you are perceived as a ‘connector’.

Don’t take anything personallyIn the world we live in today, people are very busy and may not respond to your networking attempts right away. Therefore, it is import-ant not to take anything personally. It isn’t you (what you said or did), it is usually them being too busy or perhaps unfocused on the networking process.

Have a systemFormulating a system for networking ensures that you are consistent and organized in the process. This might mean having a way to store or record business cards, or noting where you met someone (which is great to do on the business card when it is handed to you so you don’t have to rely on your mem-ory later). Or, it could mean having a plan to contact 5 people per day either face to face, through a social media portal like LinkedIn, through a mutual contact, or via email.

Power is in the follow upAfter all that work, it would be a shame not to follow up with the people you have met, yet this is so common. It is always beneficial to fol-low up with someone a day or two after your initial meeting. This does not have to be any-thing formal, but rather a quick email, phone call or handwritten note referring to your meeting, and perhaps something that you had discussed (to remind them of who you are).

Sharon Worsley is the author of the soon to be released book ‘The 4 Diamond Leader – How to Wake Up, Shake Up, and Show Up in Life and Business’. For ideas on how to up-level your life and business check out Sharon’s blog at www.sharonworsley.com/blog

By Sharon Worsley


Hilton Worldwide Pipeline Now Includes Nearly 1,000 HotelsHilton Worldwide continues to

be the fastest growing global

hospitality company by number

of rooms. In 2012, it opened 171

hotels with more than 28,000

rooms and has the largest pipe-

line in the industry.

Since 2007, Hilton Worldwide has increased its total amount of rooms by 32 percent and expanded from

a presence of 77 to 90 countries. In 2012, Hilton Worldwide continued its rapid growth in each region of the world, and more than 60 percent of its pipeline and nearly 80 per-cent of its rooms under construction are now outside the United States. It has the largest pipeline of any hospitality company in the Americas, Europe and Middle East & Africa, and the most rooms under construction in Asia Pacific, Europe and Middle East & Africa. It also has the second largest pipeline in Asia Pacific, and the second most rooms under construction in the Americas.

Additionally, Hilton Worldwide:• Increased its pipeline in the Asia Pacific

and Middle East & Africa regions, which are expected to double their supply in the coming years.

• Achieved the industry’s largest pipeline in Europe with nearly 140 hotels and more than 25,000 rooms in the pipeline. One in five rooms under construction in Europe has a Hilton Worldwide brand.

• Expanded throughout the Americas, and continued as the largest hotel company in the U.S. with more than 3,400 hotels and 510,500 rooms currently open and more than 530 hotels and 66,000 rooms in the pipeline.

“In 2012, we achieved phenomenal suc-cess and further established ourselves as the preeminent hospitality company by adding

to a long list of accomplishments from the last five years,” said Christopher J. Nassetta, president and CEO, Hilton Worldwide. “We continued to find even more ways of provid-ing the very best service to our guests around the world and benefiting the communities where we operate, including delivering thou-sands of new jobs as a result of our unpreced-ented growth.”

Hilton Worldwide also announced several other major accomplishments in 2012, including:• Achieving its five-year goal to reduce

total waste output by 20 percent, a full two years ahead of schedule, as well as over $147 million in cumulative sav-ings from efficiency projected for hotels reporting through LightStay, its propri-etary sustainability measurement system.

• Adding 120 spas to its portfolio in 2012 and furthering its position as one of the world’s largest spa providers, with more than 370 spas in operation and 175 in the pipeline.

• Introducing three new food and bever-age casual dining concepts for its full service brands: Herb n' Kitchen, Made Market and Brickstones Grill. These con-cepts will debut at Hilton, DoubleTree by Hilton and Embassy Suites properties this year.

• Celebrating its first Global Week of Service, which included more than 800 volunteer projects across 51 countries.

For 93 years, Hilton Worldwide has offered business and leisure travelers the finest in accommodations, service, amenities and value. Its brands are comprised of more than 3,900 hotels and timeshare properties, with 650,000 rooms in 90 countries and territories and include Waldorf Astoria Hotels & Resorts, Conrad Hotels & Resorts, Hilton Hotels & Resorts, DoubleTree by Hilton, Embassy Suites Hotels, Hilton Garden Inn, Hampton Hotels, Homewood Suites by Hilton, Home2 Suites by Hilton and Hilton Grand Vacations.

Congratulations to

Four Seasons Hotels and

Resorts on being named to

FORTUNE List of the “100

Best companies to work for”

For 16 years in a row, Four Seasons has been named by its employees to FORTUNE magazine’s list of the “100 Best companies to work for.” It is one of only a handful of organizations to have the distinction of being recognized every year since the list’s inception in 1998.

“This honour is tremendously meaningful for me because it speaks to the loyalty of our truly inspired employees and their endorsement of our efforts to create a positive and innovative work environ-ment,” says Kathleen Taylor, President and Chief Executive Officer, Four Seasons Hotels and Resorts. “Our people are the driving force of our business, and I’d like to thank each of them not only for recog-nizing us once again, but for the passion and imagination they bring to their jobs each day to ensure that every guest leaves feeling wowed.”

Four Seasons prides itself on creating a trusting environment for employees to meet the needs of its guests. Every employee across the organization is empowered to think creatively and to take risks in the pursuit of elevating the experi-ence for each and every guest. They are encouraged to push past the fear of failure to develop a new service, a more efficient system or an original amenity tailored for a guest’s unique interests.

“By creating a work environment that is founded on innovation, employees have the freedom to try new things and contrib-ute to our overall objective of being the best luxury hotel company in the world,” says Christopher Hunsberger, Executive Vice President, Product and Innovation. “It’s exciting to come to work each day, knowing that you personally can make a difference for our guests and, ultimately, for the company.”

h o t e l n e w s


This question has placed several chal-

lenges on the shoulders of those con-

sidering investing in trade show partici-

pation. Three questions emerge:

• How do I define and measure value?

• How can I convince senior management

to support a trade show effort?

• What steps can I take to insure that I am

getting maximum value for the invest-

ment?

Let’s take a look at each in turn.

How do I define and measure value?

The value proposition needs to satisfy two

groups: your organization and your customer.

The value to your organization is in knowing

that face-to-face interactions at a trade show

are moving the customer along the sales cycle.

The value to your customers is that face-to-

face offers them something that technology

does not; experience, understanding and con-

fidence.

The way to measure both of these is through

feedback. Soliciting comments from internal

and external sources often uncovers helpful

bits of information that let you know whether

your exhibiting objectives are being met, as

well as the strengths and weaknesses of your

exhibiting program.

With this information in hand, you are in an

excellent position to recommend change.

This information also gives you a benchmark

to measure whether the changes you have

added to your exhibit program are producing

the intended results.

How can I convince senior management to support a trade show effort?

Studies have proven that senior management’s

need is for a positive Return on Investment

from its exhibition budget. But not all trade

shows, and for that matter exhibitors, have the

ability to measure Return on Investment. This

is especially true for those companies whose

exhibition objectives include soft objectives

such as branding, presence and awareness.

These metrics can best be articulated by a

second equation which measures Return on

Objective.

In either case, your exhibition ROI and ROO

should have a positive effect on the corpora-

tion’s bottom line. In order to create a credible

case for the exhibition budget, the exhibit

manager must carefully collect and analyze

the results from all the corporate marketing

efforts.

Every corporation is different but understand-

ing your success ratios is crucial to finding for-

mulas to satisfy your senior executives. Some

How much value do you

place on an opportunity

to sit down, face-to-face,

with your customer? The

question is not as easily

answered as one might

think.

In an age when

technology is quickly

moving in the direction

where it is simpler and

less expensive to connect

on-line, we need to ask

the question. “At what

cost?”

The value of face to face

t r a d e s h o w s

By Barry Siskind


t r a d e s h o w s

of the information you need to collect include your average

sales cycle, your lead to sale conversion ratio and your

specific Audience Interest Factor (which is the percentage

of your defined audience who will make a purchasing com-

mitment within your sales cycle.)

What steps can I take to ensure that I am getting maxi-mum value for the investment?

The steps become clear when the role of the exhibit man-

ager is redefined into two functions: tactical and strategic.

The tactical function is for many exhibit managers the area

that demands most of their time. It involves such items as

booking exhibit space, working with the display builder,

arranging for shipping and creating a staff schedule. The

tendency is to let these tactical items monopolize your time

and effort.

Tactical is also for many exhibit managers the area where

their performance is measured. If the show goes without a

hitch, their job is well done. But if there are problems, then

the conclusion is often that it was a result of a mistake made

by the exhibit manager.

The strategic elements are those items that ensure that the

exhibition effort is moving the corporation forward. These

include such things as developing exhibition objectives,

finding the right metrics for success and reporting on ROI

and ROO. Because of the complexity of these issues, many

exhibit managers leave these strategic considerations off

their list of show responsibilities.

Here’s where a shift in corporate thinking needs to take

place. The exhibit manager’s responsibilities require a

greater level of sophistication. This also means a need for

continuing education in one of the professionally accred-

ited courses offered by industry associations, colleges or

universities. It also involves support for the exhibit manager

to take part in industry conferences such as The Exhibitor

Show in the US or ExpoSystems in Brazil.

Trade shows in the future will be unlike anything we have

encountered in the past. There is so much that will change

but understanding their value will be a key consideration

that corporations need to tackle in order to ensure the level

of commitment to exhibition excellence is maintained.

Barry Siskind is North America’s foremost trade and consumer show expert. Visit his Web site: www.siskindtraining.com or e-mail him at: [email protected]

s u r v e y

If you could have one perk - any perk - in your workplace, what would it be?

Survey Reveals Most Wanted ListA new CareerBuilder survey explores which job factors are most impor-tant to today’s workers. More than 3,900 full-time workers nationwide participated in the survey conducted online by Harris Interactive© from November 1 to November 30, 2012.

Nearly one-third of employers (32 percent) reported that top performers left their organizations in 2012 and 39 percent are concerned that they’ll lose top talent in 2013. While most workers (66 percent) stated that they are generally satisfied with their jobs, one in four (25 percent) said they will change jobs in 2013 or 2014.

How important is title?

While upward mobility is a key factor in job satisfaction and employee retention, having a certain title isn’t important to more than half of workers (55 percent). The vast majority (88 percent) reported that salary matters more. Other factors that outrank job title in what is most impor-tant to workers are:

• Flexible schedule – 59 percent

• Increased employee recognition – 50 percent (awards, trips, prizes)

• Being able to make a difference – 48 percent

• Challenging work and learning opportunities – 35 percent

• Ability to work from home – 33 percent

• Academic reimbursement – 18 percent

• Having an office – 17 percent (interesting as we hear more and more about open air spaces…)

“What determines job satisfaction is not one-size-fits-all, but flexibility, recognition, the ability to make a difference and yes, even special perks, can go a long way,” said Rosemary Haefner, Vice President of Human Resources at CareerBuilder. “Being compensated well will always be a top consideration, but we’re seeing work-life balance, telecommuting options and learning opportunities outweigh other job factors when an employee decides whether to stay with an organization.”


A few fun laws to remember

• Asking dumb questions is easier than correcting dumb mistakes.

• When all else fails, try the boss’s sug-gestion.

• If you file it, you’ll know where it is but never need it.

• If you don’t file it, you’ll need it but never know where it is.

• Never walk down a hallway in an office building without a piece of paper in your hand.

• Never conduct negotiations before 10 A.M. or after 4 P.M. Before 10 you appear too anxious, and after 4 they think you’re desperate.

• Whichever way you turn upon entering an elevator, the buttons will be on the opposite side.

• The elevator always comes after you have put down your bag.

• Do someone a favour and it becomes your job.

Laws of procrastination1. The more proficient one is at

procrastination, the less proficient one need be at all else.

2. The slower one works, the fewer mistakes one makes.

10 laws of handy office excuses:

1. That’s the way we’ve always done it.2. I didn’t know you were in a hurry for it.3. That’s not my department.4. I’m waiting for an OK.5. Wait until the boss comes back and ask him.6. We don’t make many mistakes.7. I didn’t think it was very important.8. I’m so busy I just can’t get around to it.9. I thought I told you.10. I wasn’t hired to do that.


Meet & GreetDelegates travelling to Vancouver can now arrive in rock star style, thanks to Vancouver International Airport’s (YVR) new meet-and-greet service. Airport Butler offers personalized assistance to passengers who are departing, arriving and connecting through YVR, including luxury lounge access, spa services, chauffeured mobile cart, assisted check-in and more. Rates for the exclusive concierge service vary depending on the needs of individual clients. Web: www.yvr.ca

Sifting for Truth: On-Line ReviewsIt’s been suggested in recent articles that by 2014, close to 15% of positive on-line reviews will be fake and paid for by companies hoping to influence the marketplace. This includes social media sites such as Yelp and YouTube as well. That’s right - people will be paid to write good news about an establishment without having been a guest at all. Let’s not for-get that the competition may be doing just the opposite! A recent article, “The High Cost of Paying for Reviews”, stated that the challenge would be to separate sponsored reviews from unbiased versions.

New Meeting Space

The Renaissance Vancouver Harbourside Hotel has unveiled newly refurbished and expanded meeting and event space. Planners and delegates in particular will enjoy the additional 10,000 square feet of function space – accommodating up to 1,000 people – and a brand-new, 4,000-square-foot ballroom featuring floor-to-ceiling windows and WiFi capabilities. Dark wood panelling and a warm colour scheme promote the type of ambiance

and intimacy not easily found in standard con-ference rooms, while redesigned guestrooms and suites ensure visiting delegates enjoy their luxurious experience long after meetings are over. The hotel is located in the heart of downtown Vancouver, just minutes from the Vancouver Convention Centre, cruise ship terminal at Canada Place, Stanley Park and the historic Gastown district.

Vol. 11 No. 1

Documents

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