Face to Face45 years of history, a lifetime of experience

Tips and tactics for successful face to face meetings and business events

Our next event could be yoursLeaders in the management

of conferences, exhibitions,

corporate communications

and special events.

Contact Bryan Holliday on

(02) 9254 5000 or email

bryanh@icmsaust.com.au

w w w . i c m s a u s t . c o m . a u

Clients are no different to you and me. Ifyou’re looking for a business partner,what do you want?

• You want a team of people who geton well and who spark off each other.

• You want people who have made theeffort to understand you and yourorganisation.

• You want to work with people who willmake it interesting, stimulating and fun.

• You want people who share yourambition for your goals.

• You want value for money.

• You want people who get the answersright and solve your problems creatively.

In our own company we’ve attempted toconvert these words into action. As aresult we’ve doubled our Order Book inthe last five years despite challengesglobally and locally. As I point out to staffat our regular company meetings No oneowes us a living and we have to improve

In any competitivetender process,

competency gets youto the short-list,relationships win youthe job. In an articlepublished by

management consultants RogenInternational, surveyed organisationslisted the Top 10 attributes they look forwhen issuing requests for proposals:Quality of staff, Reputation, Enthusiasm,Capability, Listening for buyer needs,Quality of interactions, Initiative, Capacityto work together, Price and Creativity. It’sinteresting to note that Behaviours rankahead of Process and Knowledge.

our service every day to remaincompetitive. Managing clients is moredifficult than organising conferences. Thebest way to accommodate different clientpersonalities is to maintain core valueswhilst being flexible in style. Our EventManagers become radios who remaintrue to themselves but change theirstation in response to differing demands.

The articles in this booklet first appearedin the Events Make Sense section ofleading industry magazine Mice.net. Thephotographs were taken at some of ourrecent conferences. Although the articlesare personal reflections on currentissues, I hope that you enjoy readingthem. Feedback is always welcome.

Bryan HollidayManaging Director

The world of conferences touchesmany people in all professions. In the

digital age, it’s the vital means by whichprofessionals can meet face-to-face toeducate and inspire each other. Asconference organisers it’s our job tofacilitate this environment so that it’sdynamic and engaging, allowing anexcellent opportunity for networking.

The process by which we organiseevents is never exactly the same andalthough we’ve developed tried and truetechniques over the years we alwaysremain flexible and attempt to innovateat every opportunity. Whether it besharing the new technologies involved indisplaying scientific posters in anexhibition, new online systems fordelegates to customise their ownprogram from the conference website,the latest marketing initiatives to boostdelegate numbers or creating moreinteractive exhibitions to draw industrysupport: at ICMS Australasia we remain

committed to exploring and delivering onthese new initiatives for the benefit ofthe conferences we work on. Our clientsdeserve nothing less.

The last five years have seen tremendousgrowth and learnings at ICMS Australasia.We’ve been fortunate to work withpassionate and experienced professionals,both in Australia and globally, who haveshared the journey with us to create trulybenchmark events. In the next five yearswe have already confirmed 40 majornational and international events in themedical, scientific and governmentsectors. What we continue to learn, wewill endeavour to continue to share. In thisway I know we will be working positivelyto contribute to the successful outcomesfor all of our events.

Emma BowyerGeneral Manager

Earlier this year, I attended the highlysuccessful Associations Forum

National Conference at the new CrownConference Centre in Melbourne. Theprogram included a diverse range ofspeakers who provided inspiration andpractical advice to all delegates. Theorganisers invited me to chair a sessionon exhibitions and how they contributeto the financial and intellectual health ofthe association.

The most profound observation by thespeaker, industry veteran Rodney Coxfrom ETF, was that he tells his salespeople not to sell “exhibition space” butinstead to sell “opportunity and trust”.The exhibitor has to trust that theassociation will recruit sufficient numbersof qualified buyers to make theinvestment worthwhile and then theexhibitor is given the “opportunity” topromote, market and sell his or herproducts and services. Like all profoundobservations, the concept sounds simplein theory but is often ignored in practice.

Income from exhibitions at conferencesnot only subsidises delegate fees butalso allows delegates to view, touch andcompare the quality and price of theproducts and services that are beingdisplayed. Staff from exhibitorcompanies also bring a different socialdynamic and personality characteristicsto proceedings that can enrich thecultural mix of attendees.

Occasionally, exhibitors are not givensufficient thanks for their contribution tothe success of conferences.Associations can become lazy inassuming that the same companies willalways support the annual event. Onesurprising benefit from the GFC is thatpeople with money are now askingpeople who want their money to be a lotmore persuasive when highlighting thebenefits of exhibiting. This is how itshould be in order to ensure that allstakeholders receive benefit from their investment.

Trust and Opportunity

The challenge for the meetings industry isthat there is no acceptable model for themeasurement and documentation of eventhe direct spending arising from suchevents. Clients are reluctant to supplydata; hotels and convention centres aretypically too busy to bother surveyingdelegates and some related industrygroups compete rather than collaborateon what should be a standardisedapproach to all measurement.

The economic benefits of meetings havebeen well documented, particularly byconvention bureaux. However, therelated benefits of hosting conferenceswith attendees from all over the worldare much harder to quantify. How doyou put a price on professionaldevelopment, knowledge transfer andtechnical progress until the outcomesfrom such activities are realised?Information is more efficiently sourcedvia the internet but face-to-face isparamount when trying to build

It’s often said that you only value whatyou can measure; which might explain

why both federal and state governmentsare constantly insisting on lengthyreports being prepared by meetingsindustry associations in return for publicfunding. On the one hand this seems tobe a very fair and reasonable request asin this day of financial transparency taxpayers have a perfect right to knowwhere their money is being spent. Onthe other hand, the meetings industry ispopulated by hundreds if not thousandsof small, medium and large enterprisesand gathering relevant data across thisdiverse sector is virtually impossible.

understanding and relationships whichvery often are the essential pre-requisites in driving economic andprofessional development.

Meetings, conferences and exhibitionsnot only support professional research,technology and academic developmentbut they also help build networks andbridge cultural differences that threatenworld order and advancement. Thesimple fact is that meetings are vehiclesfor finding solutions to global issues andthat is something that we will have noshortage of in the years ahead.

Understanding the Value of the Meetings Industry

Any “industry” conference is a wonderfulopportunity to try new approaches in asafe and mutually supportiveenvironment. We learn what works, whatdoesn’t and how we can apply the newknowledge in our everyday lives. We seeamusing videos, personally deliveredautobiographies from people in all walksof life, technical excellence and technicalchallenges and customised ceremonialand social events. How all this isultimately converted for the benefit ofeach of our clients is up to us but anyconference is an action-packed learningforum which has no peer.

Conferences also attract ancillarymeetings whose organisers takeadvantage of the critical massassembled. After the MEA conference Ihad an opportunity to attend theBusiness Events Summit. Tribal eldersgathered to hear about the latest effortsto prove to the federal and stategovernments how meetings are the

Once upon a time….” these magicwords stop audience chatter

immediately. Why? Could it be that weassociate them with our time in primaryschool when the teacher used to readstories aloud for our enjoyment andeducation? Fast forward to ourattendance at conferences as delegatesand we still thrill to the power andimpact of the spoken word. Although inour adult years we may hanker for thesimplicity of childhood it could also bethat we delight in being informed viasound rather than screen. The recentMEA conference in Melbourne had itsusual assortment of inspirational plenarysessions and concurrent vocationalsessions. As adults we listen to thepresenters and distil the informationthrough our individual filter systems.We’re constantly analysing theinformation and deciding which bits weshould apply to our personal andbusiness lives.

critical pre-requisites to rapid changeand innovation that benefits all citizens.This is a long and tedious process.However, it has to be done if fundingbodies are to release much neededinvestment dollars.

Finally, I was invited to meet the boardof directors of a major venue to discusshow meetings might change in the next10 years. This was a bold initiative ontheir part as they heard industryprofessionals talk about the importanceof flexibility over bricks and mortar andhow future generations may not be soattracted to the traditional conferenceformats as they can receive theirinformation at any time in any placethanks to the advances in mobiletechnology.

Do events make sense? You bet they do…

Sample of One

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The organiser’s anticipated that delegatenumbers would be around 800 but suchwas the importance of the topic thatover 1300 attended from aroundAustralia and overseas proving onceagain the importance of face to facemeetings in the digital age.

The conference’s success was based ona winning combination of an importantand topical subject matter, outstanding,inspirational and engaging local andinternational speakers coupled with astrong focus on community engagement.Almost 100 social housing tenants weresponsored to attend the conference andprovide real feedback on the issues theyface each day and to help shape theagenda for the future of social housing inAustralia. For many of these tenants itwas their first experience of a conferenceand their contribution was invaluable tothe success of the meeting.

With the Global Financial Crisislooming large in the international

community’s consciousness last year,governments around the world came upwith various measures to combat itseffects. The federal governmentannounced a number of stimulusinitiatives which focussed on addressingthe housing shortage.

In November 2009, the VictorianDepartment of Housing and theAustralian Housing and Urban ResearchInstitute convened a conference toexplore the challenges facing thoseworking in the Australian housing sectorwhen the issues surrounding public andsocial housing, homelessness andhousing affordability were at the forefrontof the political agenda.

As government measures are introducedover the coming years the real outcomesresulting from the debates launched atthis conference will be felt throughout theAustralian housing sector. Events suchas these are integral in fostering thesecritical discussions and contribute tosignificant changes in national policies.

On the Political Agenda

For the past five decades, opinion leadersin Australia have been debating the pros

and cons of closer ties with our Asianneighbours. One of the fundamentalquestions often discussed is whether or notAustralia is “in” Asia. The history ofEuropean settlement clearly demonstratesthe power of our British heritage, particularlyin relation to the institutions of parliamentarydemocracy and the law. Yet geographicallythe country is far closer to Singapore andBeijing than it is to London or Rome.

During the eighties and nineties whenAustralia hosted various world congressesthe majority of delegates came fromWestern Europe and North America. Thiswas for a variety of reasons includingAustralians’ support and attendance atprevious world congresses whoseinternational headquarters were located inthe northern hemisphere, membership ofthe same global organisations that werehosting the event, shared experiences atleading universities undertaking post-doctoral research and English as the

primary language of scientificcommunication. These congresses werealso well supported by sponsors andexhibitors as they recognised that alltheir potential customers were in oneplace at one time and approaches couldbe made and relationships developedover the duration of the event. This wasa far more efficient sales and marketingmethod than staff from these companiesvisiting over a hundred countries toachieve the same outcome whilstpromoting their goods and services.

In the late nineties some leadingmultinational firms who had consistentlysupported world congresses whereverthey were held decided instead to onlyhave a presence at the European orAmerican events. Their argument wasthat most of their customers werelocated in these developed countriesand it was not financially viable tospread their marketing dollar any further.

In the past few years there’s been aswing back to support world or regionalevents being held in the Asia-Pacificregion. The reason is simple: commercialoperators “follow the dollar” and asmarkets are maturing in the northernhemisphere there are more opportunitiesfor growth in our part of the world. Lastyear whilst promoting an event in HongKong that our company is managing inSydney in 2011, I was quite interestedto note that one sponsor had paid theregistration fees for 1,000 delegatesfrom mainland China. Clearly this wasnot done for philanthropic reasons but itwas a strategically significant businessdecision designed to influence thebuying patterns of the hosted delegates.

At the moment, senior professionals inthe business events sector areconcerned that Australia is perceived asa long–haul destination from its traditionalsource markets. With the advent ofgreater sensitivity to the causes of globalwarming, particularly carbon emissions

from aircraft, some European cities areexploiting this concern for their own localadvantages. Newspapers in London areadvertising destinations along the lines of“If you want to experience fresh air andstunning scenery, you can visit NewZealand or travel to Scotland 17 times”.

How should Australia respond to thiscurrent situation? Traditionally, we havefocussed on our natural beauty andcustomised meetings infrastructure in ouradvertising. However, with increasingcompetition this is no longer enough.Every city worthy of its name now has aconvention centre but what many ofthem lack is the wealth of experiencedtrained professionals necessary to bring acongress to life in new and exciting ways.

My own view is that we should use ourhistory to take advantage of ourgeography. Let’s attract delegates fromour immediate vicinity where travel timeand cost is not perceived as animpediment to visiting our shores.

History vs Geography

Whilst reading a newspaper articlethat analysed the characteristics of

our major cities, I was struck by aphrase that the author applied toMelbourne; “Energy and Curiosity”.What a wonderful way to describe a city.It could also be associated with the verybest business events.

We all have to be curious to stimulateinnovation in any walk of life.Acceptance of the way things areretards growth and development. Forcenturies scientists have tried to unravelthe mysteries of the world by constantlyasking questions and by testing theirtheories by conducting endlessexperiments. Successful entrepreneursoften describe how they endured anumber of failures before achievingsuccess. Thomas Edison who iscredited with the invention of the lightglobe had over 1,000 attempts beforehe created a working prototype.

One of the oft reported characteristics ofAustralians is that we are exceptional atinventing things but hopeless at makingmoney from them. Many of our very bestproducts only achieve commercialsuccess when the patent rights are sold,usually to overseas operators. We neednational and personal energy tocapitalise on our brain-power.

There is increasing evidence thatbusiness events are often at theforefront of change; be it medical,scientific, commercial or humanitarian.It’s equally well-known that no singleevent can guarantee that an intellectuallegacy will be left in the host city.However, one thing is certain: if businessevents were not held collaboration andcooperation would not be promoted andchange would stagnate. We all needboth curiosity and energy to succeed.

Energy and Curiosity

Business is personal. Transactions withclients and suppliers rely as much for their

success on the interplay between muddyemotions as they do to formal responses torational proposals. In these economicallychallenging times these emotions seem toplay a greater role as people try to securebusiness almost at any cost.

Now we see national governmentsbecoming involved in the meetings arena in away that’s not been seen before. In America,some senators want to impose draconianconditions on companies that are in receiptof federal stimulus funds on the grounds thatmeetings, product launches and other face-to-face events are somehow not asimportant to contributing to businesssuccess and confidence as other forms ofmarketing, promotion and training. This hasprompted the local meetings industry tomount a campaign pointing out thatrestrictions on anyone’s right to meet couldhave catastrophic effects on the growth inunemployment. The job of a receptionist in ahotel is just as important as a job on an

assembly line. Sometimes TV stationsassist in this anti–meetings sentimentwhen preparing news bulletins on joblosses by always filming employees inmanufacturing or mining industries ratherthan the service industries. Thisapproach simply reinforces an old-fashioned hierarchy of employmentwhich is completely irrelevant in thetwenty–first century. Some members ofthe European Union are ignoring theirown charter by encouraging theirnationals to invest in their own countryand to close down plants and offices infellow EU member countries.

It seems that in difficult times a numberof the seven deadly sins are being takenfrom the storeroom and given a goodairing, especially greed. Australia is notimmune from some of these selfishtrends. Certain convention centres andhotels are continuing to try andimplement policies that were refined ingood times, without any degree offlexibility to accommodate regular clients

who may be temporarily influenced bychanging conditions that could have anadverse effect on the commercial supportand delegate attendance for a particularconference. However, one forward–looking hotel chain is not retaining thelegitimately forfeited deposit when anevent is cancelled but is encouragingthose clients to use the money for someother related purpose, like rewardingsmaller groups for a job well done. Thissort of initiative will be remembered longafter any sort of economic adversity isforgotten. Recently, a representative froma major hotel chain asked us to nominatea room rate that we thought our clientswould accept. Naturally, we consideredthis offer and responded with a fair andreasonable figure that would guaranteethat the room block would be filled andthat the hotel would generate significantrevenue not only from the actualaccommodation income but also fromthe many incidental expenses that areincurred during any stay in a hotel.

At this current time, it seems particularlyappropriate to remember the old saying“A friend in need is a friend indeed”.During the recent highly successful MEAconference in Adelaide, a gentlemanapproached me to say “thank you” foran idea I gave him 20 years ago. He’sbeen using the idea successfully eversince. I’d forgotten. He hadn’t. Threeyears ago when my own company hit asmall speed bump in its own growth anddevelopment an industry associateoffered to assist in any way he could.Whilst thanking him for his offer, Iconfirmed that everything was fine andenquired why he had made such anoffer. He recalled that in 1994 we hadgiven him an opportunity that he greatlyappreciated at the time. I’d forgotten.He hadn’t. It is very important for thecontinuing health of the meetingsindustry that challenges are faced andovercome together and that we don’timmediately retreat to our own littleburrow and ignore everyone else.

Fair-Weather Friends

Christmas parties using the excuse thattimes are tough. This seems an incrediblyshort–sighted approach. Employees workvery hard all year and it doesn’t quite fitthe spirit of the season to abandon anyactivity that thanks and rewards longterm support of any organisation.

In the popular media some companieswere criticised for undertaking anyactivity that seemed to show anyappreciation to clients and staff. Eventorganisers were asked to tone down the“perceived” extravagance of any hostedfunction. It wasn’t that the budget wasnecessarily reduced but that the eventhadn’t to “look” expensive. Some venuesreported many cancellations of previouslybooked events. Most companies werehappy to pay any cancellation fee solong as they couldn’t be accused of“wasting” scarce financial resources.

The meetings and events industry hasbeen very slow to respond to theseunfounded criticisms. It’s tiresome to read

In the early 1960s when the PrimeMinister of Britain Harold McMillan

retired, a journalist asked him whatwhere the biggest influences on thesuccess of his leadership, to which hereplied “External factors old boy…”Having to cope, manage and survive inany sphere of activity relies as much onmatters outside one’s control as it doeson any innate management skill. In thecurrent financial turmoil there’s muchwaling and gnashing of teeth but thesechallenges are hardly new. 9/11, SARS,and airline failures all impact on peoplewho earn their living providing productsor services to the meetings industry.

It’s also interesting to observe how someorganisations are using the globalfinancial chaos to make radical changesto how they operate. Mass sackings areoccurring, which are probably more theresult of long term problems rather thansome recent forced belt–tightening.During the festive season somecompanies even cancelled their staff

and hear people question our veryexistence when times are tough. My ownapproach is to become even moreproactive in advocating the enormousbenefits of our industry. Any kind of eventprovides work for hundreds of people;not just the wait staff, AV technicians,entertainers and others who are the faceof the events but the farmers who growthe food, the colleges who educate theindustry specialists and a multitude ofothers who are involved either directly orindirectly in all of our face-to-faceactivities. Further, it will be thosecompanies that continue their face-to-face meeting agendas that will be bestequipped to cope with external factors,due to the very nature of them dealingwith such issues in an open environment.

We must never become prophets ofdoom. If we do we help to accelerateany negative self–fulfilling downturn. Theglass half–full has become a cliché but itis particularly appropriate in thesetumultuous times.

“External factors old boy…”

In 2008, whilst working in Hong Kongpromoting an Asia-Pacific eye healthconference being held in Sydney in 2011,one of the major potential sponsors wasthrilled to learn that the surplus from theworld event was used in such aconstructive way and it was a big factor inensuring that she agreed to commit herfunds for future events being organised bythe Royal Australian and New ZealandCollege of Ophthalmologists.

In 2006, we organised an internationalcongress on obesity. Apart from ithaving a very appealing scientificprogram and wonderful food at thesocial events, it also paved the way forthe establishment of the Institute ofObesity, Nutrition and Exercise. Thedirector of the institute is Professor IanCaterson of the University of Sydney,who was co- chair of the localorganising committee.

One of the most exciting aspects oforganising conferences is to aspire to

leave a lasting legacy, long after the eventis over. In 2002 our company organised aworld congress of ophthalmologists thatachieved a seven–figure surplus. Part ofthis money went to support the fledgingworld secretariat and part was used toestablish The Eye Foundation.

The Foundation now supports morethan 850 Australian and New Zealandeye specialists who are passionateabout giving future generations the bestvision possible. It provides funding foreye-health research, education andtraining. This funding is critical to helpaddress eye diseases such asglaucoma, macular degeneration,cataracts and retinal disease. The EyeFoundation also forms alliances andfunds sustainable domestic, indigenousand international eye-care programs.

The Institute is committed to reducingthe individual and societal impact ofobesity and lifestyle-related chronicdisease such as type 2 diabetes, heartdisease, hypertension, cancer, mentalillness and osteoarthritis throughattention to important underlying factorssuch as obesity, inappropriate nutritionand physical inactivity.

These two case studies prove beyondany reasonable doubt that “events makesense”. Naturally, not every event canboast such sustainable outcomes but as you’ll read in my future columns,many do.

Events Make Sense

Meetings are the midwives towisdom. When people gather to

discuss how to improve the humancondition, all of society benefits. Over thepast 40 years a large and vibrantindustry has grown to offer customisedservices to clients who choose tocongregate for a variety of reasons.Health professionals share their researchfindings in the hope that cures fordegenerative diseases will be foundsooner rather than later. Scientists,driven by curiosity about the world atlarge, convene to marvel at their peers’latest discoveries. In a period of relativelylow unemployment, business ownersspend far more time and money onharnessing the enormous creativity oftheir staff in order to ensure futuresuccess and improved productivity.Stakeholders in democracies assembleto inspire, inform and motivate their party

members. Leaders, from all walks of life,transmit their vision via the spoken wordat meetings large and small.

As Rupert Murdoch said in his recentABC Boyer Lectures, Australia has a21st century economy with a 19thcentury education system. There aresome who may disagree with hisobservation but my view is thateducation is far too important to be leftentirely to educators in the traditionalseats of learning. This is where meetingscan offer continuous education for lifeand as practitioners in this importantsector of the world of work we mustalways ensure that we’re doing our bestto facilitate the most exciting learningenvironments that we can design.

“The Getting of Wisdom”

One of the regular observations madeby people who attend lots of

international conferences is thatsometimes they only experience theairport, the hotel and the conventioncentre in the host city. As destinationscompete fiercely for the delegate dollarthe global infrastructure is becomingever more standardised. Internationalhotel chains try hard to make theaccommodation experience the sameno matter where the particular propertyis located. This may offer a degree ofcomfort and certainty but there is nosense of uniqueness or cultural diversity.Convention centres are becomingclones distinguished only by the year oftheir completion.

Service providers are also trying tohomogenise their offerings; be theyproduction companies, accountants,software writers or even professionalconference organisers. Again this mayprovide a safe harbour in an ocean of

uncertainty but is it really what attendingconferences is all about?

Ask any delegate who attended aconference five years ago what theyremember most about the experience.They’re certain to comment on thebusiness program, the facilities and theservices but at the top of the list will behow they were able to interact with localpeople and experience a slice of theindigenous lifestyle via customisedceremonial and social programs andtailored tours.

If events are to leave a legacy for allstakeholders, as much attention mustbe placed on the non-business aspectof the event as the business aspect. Inthis way, the personal and professionalenrichment that events provide will befully realised.

The Destination Dichotomy

www.congressorganisers.com

Photographs from events managed and produced by ICMS Australasia

Graphic Design by John Hardaker

Printed by Rostone Print

Leaders in the management of conferences, exhibitions, corporate communications and special events.

Brisbane 72 Merivale StreetSouth Brisbane QLD 4101PO Box 3599South Brisbane QLD 4101T: (+61 7) 3255 1002F: (+61 7) 3255 1004

Melbourne Level 2, 120 Clarendon StreetSouthbank VIC 3006PO Box 5005South Melbourne VIC 3205T: (+61 3) 9682 0500F: (+61 3) 9682 0344

SydneyLevel 9, 234 George StreetSydney NSW 2000GPO Box 3270Sydney NSW 2001T: (+61 2) 9254 5000F: (+61 2) 9251 3552

E: bryanh@icmsaust.com.au • W: www.icmsaust.com.au