July - August 2008

July-August ’08 5 THEPLANNER

Evaluating your exhibit performance

In a time when corporations andgovernments are faced with doing

more with less marketing resources,knowing that your exhibit program isachieving a positive ROI or ROO iscrucial.

When you examine your results,you want to be sure you have answered the Evaluationquestion, “How do we know if our exhibit program isdoing what it is suppose to do?”

Simple measurement does not tell you the wholestory. For example, if you set your objectives too low,meeting them does not really prove anything. If you setthem too high then missing them also leaves you withan information shortfall. In either case, do you haveenough information on how to improve your perform-ance in the future?

While there are excellent formulas and guidelines tohelp you set focused, measurable and realistic objec-tives, it’s not an exact science.

One of the biggest mistakes many exhibitors makeis going back to the same event year after year anddoing the same thing. It doesn’t work that way. I am notsuggesting you have to go back to the drawing boardand start over each time, but often making subtlechanges can fix what is not working and strengthenwhat is. That is what evaluation is all about.

Here are two methods of evaluating your exhibitprogram that you might want to try:

INTERNAL POST-SHOW EVALUATION.There are many people associated with the show

who would be able to provide meaningful feedback onyour exhibit performance. These can include your staff,senior executives, show management or suppliers. Prior to the show, contact the people you would likefeedback from and ask if they are up to the challenge.Then send them a list of the criteria you are interestedin getting feedback on.

This can include such things as:• How you compared to the competition• The look of your booth e.g. Signage, lighting, general

appearance• The flow of the booth• The use of draws, give-aways, collateral• The proficiency of your booth staff• The quality of the event visitors

• The quality of the show as a whole • The quality of related activities such as the education

program.

Evaluate each item on a scale of one to five with onebeing less than satisfactory and five being excellent.Then create a form which includes all the questions andevaluation criteria you want your volunteers to look at.Remember to also include an area for additional comments and observations.

Prior to the show, send the form to each person whohas volunteered to help along with the instructions onhow it’s to be completed, when it’s to be done andwhen it is to be returned to you.

As soon as the show is over, get in touch with eachperson and ask for their feedback.

With information from a number of different perspec-tives, you can analyze your overall performance andidentify your strengths and weaknesses.

AN INDEPENDENT EVALUATIONThis type of evaluation falls under a variety of names

including: mystery shopping, booth auditing or perform-ance auditing. Regardless of the label the procedure isthe same.

You contract with an experienced independent consultant who will work with you to create the criteria,visit your booth and your competitors’ booths as a showattendee and report back on how you fared with respectto the criteria.

Using an outside consultant means you will receiveunbiased information. After the show, the consultantwill provide you with a quantitative report on how youmeasured up based on the weighting of your criteriaand a qualitative report based on personal observations.The report should also include photographs. The resultsof this independent evaluation will help you set bench-marks for future performance.

Both techniques work well. You can choose one orthe other or both – it all depends on how seriously youlook at your trade show program.

You will have many constructive ideas to incorporatein your future plans. Take this information and file itsomewhere where it is easily accessible when you areplanning your next show.

• • •

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].

BY BARRY SISKIND

What is a teacher?I have had the privilege over the past ten years of teaching many

journalism courses at Concordia University here in Montreal as both afull- and part-time professor. I have also taught high school students andtutored learning disabled people. As I look back, two things strike me:how unprepared I was as a student and how teaching is a rather inade-quate word to describe what we do as we try to enlighten others.

Like most people, I learned how to study by trial and error, often putting friends, girls or sports ahead of my scholastic priorities. Now, I am certainly not unique in this regard but learning how to prioritizeand manage our time should be required fields of study just as much asEnglish or Geography.

I am often asked, “What makes a good teacher?” I usually throw it backto the person this way: “Who were your favourite teachers, and why?”

Invariably, good teachers make complex subjects easier to understandand make us want to exceed the narrow parameters of any classroom.My university History teacher, Graeme Decarie, said, “I plan to teach youhow to think, not what to think.” That sentence and its succeeding lessons were worth the price of my bachelor’s degree.

It was the German writer Goethe who said: “Treat people as if theywere what they ought to be and you help them to become what they arecapable of being.” This crystallizes an excellent point: Teachers need tosupport, cajole, entice and push in varying degrees to get people toachieve what they are capable of. Teachers, then, are actually facilitators.

And that, in fact, sounds perfectly alright to me.— Leo Gervais

2105 de la Montagne, suite 100Montreal, Quebec H3G 1Z8

Telephone: (514) 849-6841 ext. 315 Fax: (514) 284-2282We welcome your comments: [email protected]

6 July-August ’08THEPLANNER

T H E I N T E R N A T I O N A L E D I T I O N

In th is Issue

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MANAGING EDITOR Leo Gervais [email protected] EDITORS Camille Lay [email protected]

Jyl Ashton Cunningham [email protected] ARTIST Matt RiopelSALES James Paulson [email protected] Tania Joanis, Patricia LemusEXECUTIVE ASSISTANT Debbie BarlowCONTRIBUTORS Rachel Coley, Laura Granata, Stacey Hanke,

Hans Koechling, Kathie Madden, Barry Siskind, Isabel Stengler, Sharon Worsley

The Planner uses 30% recycled post-consumer paper.Poste-publication No. 40934013

Guest etiquetteBeing a good guest is more important thanyou might realize, and this revealing articleoffers some guidelines about how to RSVP,dress codes and networking that will begreat advice for rookies or veteran planners.

Branding fashionHans Koechling knows that having passionis the only way to do things well, includingproducing a fashion show. He goes intogreat detail about what it takes to properlyexecute the vision and ideas for this type ofcreative endeavour.

The best adviceMany of us have received excellent adviceover the years, so we decided to tap intoyour reservoirs of knowledge and share itwith other planners in our latest contest.

Theme work Everyone wants to find a new way to do ameeting, a unique idea to galvanize theclient. Laura Granata tells us how “themework” can be the answer to this challenge.

All about learningLearning, it can be argued, is mankind’smost important mental function. IsabelStengler takes a look at the way we learnand how we can find opportunites to helpus achieve more.

Cover photo: Design by Matt Riopel

The Planner is a monthly publication distributed to professional meeting and event planners across Canada.

THEPLANNER


The flip side of events: Guest etiquetteEd. Note: Following the interest in our recent articles

about Looking professional (Planner, May 2008) andDressing for the occasion at work (Planner, June 2008),here is an excellent article about guest etiquette.

BY KATHIE MADDEN

At some point during your business career you will beattending or will have someone representing your

company at a variety of events. Whether it is a gala,luncheon, or perhaps a private function at the boss’shome, being a good guest is more important than youmay realize. The following guidelines will assist you: 1. RSVP – Reply to any invitation within five days. If a last minute change is made, call ahead to inform the host of name changes, dietary concerns, or delays.2. Dress Codes – Dress appropriately for the occasionand ask the host if uncertain. Business Attire – Suits and dressesBlack Tie/Black Tie Optional – Formal wearBusiness Casual – Trousers, khakis, long-sleeve shirts,sweatersJacket and Ties required – Sport coat and tie/ blouseand slacks, blazerComfortable Casual – No athletic wear unless stated

3. On Time Performance – Always show whenrequested, you demonstrate a lack of respect to yourhost and other guests if you are late. If you do arrivelate, politely apologize without excuses.4. Civility in Networking – Visit the washroom beforethe function and wash your hands. Always shake handswith host and other guests on arrival and departure.Hand out business cards and keep them on the tableuntil the meal is over. They are a good reference for youand considered rude to put them directly out of sight.5. Polite Introductions – Never fail to introduce people around you, even if you have just met them.When appropriate, introduce lower ranks to higherranks including their name and job titles. If you weara name badge, it should be placed on the side youshake hands with (The eye will travel up the arm to thename tag).6. Inappropriate Topics – Avoid topics on health mat-ters, personal finance, and gossip. Also steer clear frominappropriate humour, foul language as well as divisiveand sexual topics.7. Courtesy in Conversation – Listen, listen, and lis-ten. Never interrupt or try to prove a point. Look at theperson without being distracted by someone you wouldrather be speaking to. Mention the other person’s nameat least once during your conversation. 8. Mind your Manners – Allow others to take the bestseat, begin eating when everyone at the table is served,and never drink more than two alcoholic drinks. Don’tforget please and thank you to other guests and servingstaff. Familiarize yourself with how to use glassware,cutlery and plates, place fork and knife in 4:00 positionafter meal, leave napkins on chair seat when finished.9. Tech-etiquette – Unless you are on call, for the dura-tion of your function, you should not be available.NEVER acknowledge or send a message during a businessfunction or event unless you leave the room to do so.10. Show Appreciation – Before departing, thankyour host and then send a thank-you note. In addition,send a note or email (either is appropriate) to those youmet at the function to acknowledge your conversation.

The value of business etiquette demonstrates youcare about detail. Although there are finer details toapply to these suggested guidelines, it is important tounderstand that careless practices reflect on you as anindividual and can have unfavorable implications on thecompany you represent.

Kathie Madden is a Delta based event planner and is involved in the

sales of promotional items. She can be reached at [email protected]

or via her website at: www.kathiemaddenevents.com

July-August ’08 9THEPLANNER

Fuel costs will hurt demand: ACAir Canada is coping with soaring fuel costs but

expects slower-than-expected growth in demand in thesecond half of the year. The company plans to list thebase price of a ticket and separately the fuel-related costs.

Customer service is #1 for CanucksAccording to the recently published second annual

TD Canada Trust Customer Loyalty Poll, customer service is so important that 95% of Canadians say theirexperiences can make or break a relationship with a par-ticular brand or company. This number is up 10% fromlast year’s survey, showing that Canadians are even moreserious about the importance of customer service.

Businesses are constantly looking for new ways to showcustomers that they care: they may offer rewards/loyaltyprograms or even gifts. But the bottom line is Canadians justwant to be treated well. In fact, when asked which form ofappreciation they are most interested in, 49% ranked “justgood customer service” as number one. Rewards/loyaltyprograms and gifts followed (18% and 17% respectively.)Being friendly to customers goes a long way. When askedwhat makes customer service great, the number one answerwas friendly staff (24%).

On the Web: www.tdcanadatrust.com.

WestJet and Southwest strike allianceCalgary-based WestJet has reached an agreement with

U.S.-based Southwest Airlines that will allow the twolow-cost carriers to sell seats on each other’s flights.

Both airlines will have the ability by late 2009 to com-mence codeshare flights across both networks, Westjetsaid in a recent news release.

“It is a defining moment (for WestJet),” President andCEO Sean Durfy said as he described the deal for hiscompany, which was founded as a regional airline forWestern Canada in 1996.

“When you examine our network in Canada andSouthwest’s network in the United States, and the poten-tial to significantly improve both organization’s marketaccess, this is indeed a great day,” Durfy added.

Wi-fi is most popular hotel amenityA recent survey of hotel managers and directors

revealed that 82 percent of them say Wi-Fi services are theamenity hotel guests care most about. The 2008 Currentand Future Use in Hospitality Industry study conductedby the American Hotel and Lodging Association, based inWashington, D.C., also found that 86 percent of hotelsresponding to the survey currently provide Wi-Fi and ofthose that don’t, 20 percent plan to add it within fiveyears.

On the Web: www.sdccc.org

BY HANS KOECHLING

Producing a show, any show, encompasses a myriadof variables. It’s eye catching, thought provoking

and hopefully inspiring. It is the extension of the artist,the exhibition of one’s talent. Through the glitz, glamourand excitement associated with a production, one mustnever lose sight of it’s real objective. The birth or contin-uation of notoriety, which hopefully spurs success andeventually profit. It would be naïve to think otherwise.

The secret lies in the realization that a show is basi-cally entertainment. Fashion and the display of anartist’s vision must be interpreted on that level. In ourworld of celebrity obsession and networks dedicatedsolely to the style and trends of the consumer, we areinundated hourly, with updates and hemlines. The aver-age person is so much more educated and in tune withwhat is “out there” So much more exposed to both bril-liance and disaster. So much more capable of makinginformed decisions on personal style and value. Theexpectations of the consumer have increased dramati-cally. The demand for excellence has become the normand a fashion show is particularly vulnerable to thepublic’s insatiable need to be “blown away”.

As a designer, you can have a vision, an epiphany, acollection of awe-inspiring creations executed with theutmost of care. Imported fabrics and hand stitching withsilken threads. As an artist, you have completed yourtask, your quest and your dream. But this dream mustnow be brought to market and successfully sold to themasses. Otherwise, it is just a dream to be left on thecutting room floor.

That is when I am brought on board, to interpret thegoals and objectives of the fashion house, strategically,economically, inventively while most importantly stay-ing true to the designer and his or her creation.

The undertaking is often daunting. But the rewardsare plentiful.

The first step is the meeting of minds, where, throughegos, visions and financial guidelines, the criteria is setout. Everyone wants what he or she sees on television.The magnificent spectacle, the two mile runway, thefalling water, and of course, a flock of “super” models.“And don’t forget to throw in the Victoria Secret Angelsflying precariously over our heads!” Clients want whatthey see in Vogue or on Fashion Television. The bench-mark is usually a Valentino extravaganza or a Chanelshow that was broadcast from the Musée d’Orsay inParis. Incredible, visually breathtaking, but economicallyimpossible. At “The Image Is …”, we aim to please, butcost is, and always will be, at the forefront of any show.

It is my job to take their “want” list and create a spec-tacle that incorporates their collection, their client base,their objective and their budget. Make it unique, mem-orable and at the very least, fabulous.

Like any good producer, I encircle myself only withpersons who understand creativity and are sensitive to theclient’s needs. From my stylists to the lighting people,makeup and hair, right over to the dressers, all must sharea common vision. Quality and only quality, but with anedge. It must be an unforgettable fashion experience.

First we look into the location. Clients very oftenhave their own idea as to where they want to host anevent. Our team must evaluate its capacity and physicalability to hold the show. The location is paramount increating the right ambiance or vibe. It can be immedi-ately awe-inspiring or riddled with flaws. From an air-port hanger, to a museum, to closing a major intersec-tion: we have to find a way to make it work.

Secondly comes the design or concept of the showitself. Spring or fall, ready to wear or couture? Is there atheme? Is it a fundraiser, just for buyers or open to thepublic? All these questions must be asked and answered.

We then move on to the technical aspects of the event.A long runway or short? LED backdrop or flowing whiteorganza? This is when the lighting gurus come on board.

Bad lighting can literally crucify a collection. It mustbe camera and video ready, without being so harsh asto blind the audience. These films often go immediate-ly to feed and are broadcasted worldwide in seconds.There can be no margin of error.

How many seats, how many spectators? How manymedia and television crew? Who’s coming and who are theVIP’S? These celebs, “the have to have’s”, are vital to ashow’s global coverage. The media will clamor after themin the front row and by doing so, that one photograph maycatapult a designer’s collection to the front page.

Once all this is confirmed, we move on to modelbookings. This is an area that requires careful consider-ation. Very often, an open casting call is held where aparticular “type” is requested from the agencies, basedon the client’s criteria. Age, size, ethnicity and look playa major role in final choices. The model must have theability to represent the designer’s vision and ultimatelysell the garment.

A great model versus a good one, someone withcelebrity status, can contribute significantly to the prod-uct’s marketability. Even if you want them and can affordthem, the question remains: are they even available?

A good strong working relationship with the agencies iswhat can save you at this point. Their fee can run anywherefrom the hundreds to the tens of thousands.

Branding fashion takes passion


*


Again, it’s a budget item and very often comes downto want versus need.

SYNCING EVERYTHING UPWhen this is complete, our stylist, another vital piece

of the puzzle is brought on board. They literally framethe painting. The shoes, the accessories, (what coat toput with what dress), all falls under their umbrella.

We work closely with the hair and makeup team toensure that what is walking down the runway is exact-ly what the client envisioned. Be it be sun-kissed fresh,strong and dramatic, or pure Hollywood, very often, theentire look is tested, and corrected until the finishedtransformation is complete.

Then it’s the music. This area will set the mood, the paceand temperature of the production. Everything you hear ishand chosen for the client and the event. Setting down thesound is no small feat. Timing is everything here, for therecan’t be any lulls or stops once the “ship sets sail.”

Once all of these steps have been confirmed and signedoff, the final presentation is done for the client and, togeth-er, we fine tune and script the show. Much the same as anytheatre production, all of the decisions are now set in stone.

Rehearsals are needed to produce a show that isslick, clean and dynamic, a unique show with a “blowyour socks off” finale.

THE IMAGE IS... EVERYTHINGThroughout the entire process, I am personally

involved in every step. Being Hans Koechling and pre-siding over The Image Is, is a responsibility never to betaken lightly.

Throughout the years and having created shows onall of the major world stages, there comes the inevitableexpectation of excellence. As a result, our companymust continually reinvent itself, always searching outnew and innovative ways to convey a client’s image andproduct.

It is my job to make sure that my company neverwaivers from the basic premise that being labeled “thebest” is not a given. It must be earned every hour ofevery day.

Throughout it all though, with its pitfalls and jubila-tions, there is always the joy in knowing, that in theend, I’m the one up in the booth who gets to say…

“It’s Show Time!”

• • •

Hans Koechling is the president of THE IMAGE IS ... / L'IMAGE EST...

which specializes in Show Production management. He can be reached

at (514) 892-6396 or via e-mail at: [email protected].

Visit their website at: www.the-image-is.com.

Fine tuning and scripting are done with client


These days, the word ‘goal’seems to be on everyone’s lipsto the point where it feels like

every other book or motivationalspeaker is talking about them.

Most everyone has at least one or two goals theywant to accomplish in their life, don’t they? But do theyever seem to complete these goals, or do they remainelusive and cause frustration?

Of course, some of us have heard about goals needingto be SMART.

There are many ways to set goals, but I have found thatfollowing this SMART formula inspires many in their pursuit. For those of you that have not heard of this before,or maybe need some reminding, I will elaborate further.

S – SPECIFIC AND/OR SIGNIFICANTToo many times goals are made in general rather

than being specific. Stating what you want specificallymakes it more likely to be achieved.

If it is not a significant goal for you, then why wouldyou ever want to consider it?

M – MEASURABLE AND/OR MOTIVATIONALIf you can’t measure the goal, how will you know

when you have attained it? Measuring the progress ofyour goals, especially those that are big or involved willoften help you stay the course when you might other-wise become discouraged.

Is it a goal that will motivate you? If the goal is notgoing to inspire you to complete it, then it is not trulya goal. One way to check in with the motivation ofchoosing this goal is to ask yourself why you want toachieve it, and how you will feel upon completing it. If you don’t have a good reason, then perhaps this isnot the right goal for you.

A – ACHIEVABLE AND/OR ACTION-ORIENTEDIs there a reasonable expectation that you will be

able to achieve this goal? That is not to say that itshouldn’t be a stretch for you to attain, but rather isthere an expectation that this goal can be completed. A great way to check if the goal is achievable is to visualize yourself attaining the goal.

Determine what are the actions required on the wayto completing this goal. Without an action plan, youmay find yourself going in circles, never moving closerto what you want.

R – RELEVANT AND/OR REALISTICIs this goal something that you want to achieve or are

you choosing it because of someone else’s need ordesire? While you may share a common goal with some-one like a spouse, family member or employer, it is vitalthat you feel that the goal is important to you.

T – TIME BOUNDIt has been said before that a goal without a time

limit is just a wish. I couldn’t agree more, as I havefound that those of my coaching clients who have set atime limit on the completion of their goals have moresuccess than those who wander around expecting thatsome day the goal might be fulfilled.

So to recap on creating SMART goals here are twoexamples of ‘unsmart’ goals;

“I want to lose weight” or “I want to travel,” whileboth are important goals to the people concerned, neither is specific enough.

If it is not specific then it is much more elusive toattain, whereas stating “I want to travel to India” makesit easier to pin point what the actual goal is. A furtherway of enhancing the goal is to state that “I will travelto Bombay, India for a two-week vacation with my fam-ily by December 10, 2008.”

Now, if I was to call this person on December 11,2008, I should be able to measure by their responsewhether they had met this goal.

For the weight goal, stating “I will lose 25lbs by exer-cising 30 minutes three times a week and giving upcandy and pop, by November 16, 2008” would make itmore SMART.

I have often heard from clients early on in our coach-ing relationship that they are reluctant to make goals,and when asked why, I have typically heard at least oneof the following responses.1. What if I can’t obtain this goal?2. What if it is not possible to attain this goal?3. What if it is the wrong goal?4. What if I actually achieve this goal, then what will I do? (I find this one amusing, as you can never run outof goals if you really think about it)

First of all, I believe it is important to pick goals thattruly inspire you. Don’t take up a goal merely to pleasesomeone else or it will not only be a struggle for youbut an empty feeling once achieved.

It is also imperative to pick goals that are worthy ofyou. What do I mean by this? Well, choose goals thatwill stretch you and allow you to grow.

BY SHARON WORSLEY

Do your goals inspire you?

*


That is not to say that they should all be big, mammothgoals like trekking up the Himalayan Mountains or cross-ing a desert, but whatever you chose to go after should beworthy of your time, effort, resources and expectations.

My response to the question concerning going afterthe wrong goal is that there is no failure here. At thevery least, you will discover what you don’t want, butat least you aimed for something.

If you start thinking that you won’t be able to attaina goal before you even get started, then you have setyourself up to not achieve it. You are already program-ming yourself to miss the mark. Why not jump in andsee what happens?

As for the concern about actually achieving the goaland wondering “then what?” I can assure you that youwill never run out of big or small goals if that is whatyou intend. There is so much to offer in this world thatthere is an abundance of goals to be accomplished ifyou decide you want to do this.

So start thinking what you want to ‘have, do and be’in the time you have remaining.

Sharon Worsley, CEO of Live With Intent, is a personal leadership

coach and motivational speaker. Her signature keynote ‘Live By

Choice, Not By Chance’ assists individuals and organizations to

become clear on how they can ensure the quality of their life or

organization. Sharon can be reached at: [email protected].

Jump in and see what happensEd. Note: We received such great response to our May

Food Issue, here are a few more food related tidbits...

An apple a day keeps the doctor awayThis well-known piece of dietary advice may be an

early forerunner of the current belief among dieticiansthat our health can be improved by eating five portionsof fresh fruit and vegetables daily. In 1866, a proverbfrom Pembrokeshire, quoted in Notes & Queries, ran,“eat an apple on going to bed, and you’ll keep the doc-tor from earning his bread”. In rustic Speech (1913)E.M. Wright quotes a West Country expression withsimilar meaning, “Ait a happle avore gwain to bed, An’you’ll make the doctor beg his bread.”

Baker’s dozenThirteen items make up a baker’s dozen, one more than

the traditional twelve. The practice and the expression datefrom times where bakers were subject to large fines if theysold bread that was underweight. To avoid this, they pro-vided surplus loaves known as “inbread.” The thirteenthloaf in a baker’s dozen was called the “vantage loaf.”

It’s all about barbecueWhen Christopher Columbus led his expedition to the

Caribbean in 1492, he and his men encountered manynew practices and customs. One of these was a methodof cooking meat and fish on a framework of sticks andposts above a fire. The local word for this type of cook-ing was barbacoa, which that first Spanish expeditionbrought back to Europe when they returned. By the sev-enteenth century, “barbecue” had entered the English lan-guage and in due course the device on which food can becooked outdoors was extended in meaning to include thesocial occasion at which food was served.

Why do we roll out the red carpet?The red carpet treatment dates back to the 1930s,

when a carpet of that color led passengers to a luxuri-ous train, the Twentieth Century Limited, which ranbetween New York and Chicago. The TwentiethCentury was the most famous in America and was total-ly first class with accommodation and dining car menusthat were considered the height of luxury. Walking thered carpet to the train meant you were about to be treat-ed like royalty.

Source: Now You Know – The Book of Answers, Doug Lennox.


Reading your listener’s clues

Paying attentionto the right things

Over the years I have learned avery important lesson, avoid get-

ting caught up in reading my listeners. I once misreadone of my listeners’ non-verbal cues. As I began myworkshop with a group discussion about the day’s agen-da and expectations, one individual in particular stoodout. He was leaning back in his chair with his armscrossed. Whenever I would look at him, he wouldquickly glance away. This continued throughout themorning. In addition, his neutral facial expression madehim appear bored and even distracted at times.

I approached him during the first break and askedhim his impressions of the workshop. He told me hehad found the information practical and useful. He alsotold me the videotaping was eye-opening for him. Iwas stunned. What I thought I was seeing was so dif-ferent from the reality. It was interesting as I observedhim after he told me that, I could detect subtle cues thatshowed he was taking in what I said.

I continue to experience similar scenarios at times inmy workshops and keynotes. I know from experiencepeople listen and learn in different ways. People candisplay some unusual facial expressions and posture asthey listen and learn.

Knowing what to look for will better prepare you toaccurately read your listeners non-verbal cues. Be care-ful of making assumptions too quickly based on onlywhat you see. I have learned to identify which non-verbalcues I need to pay attention to and what to do about them.

WHEN DO YOU NEED TO DO PAY ATTENTION?• When you see a definite shift in someone’s behavior.You may have someone who constantly smiles andnods their head as you present information. Suddenlythey seem to have a scowl and have begun to avoidyour eyes when you look their way.• When several individuals look concerned or confused. • When several people start nodding off or looking attheir watches.

WHAT CAN YOU DO?• If you have concerns about an individual, have a con-versation with the person during a break. Politely askthem how they feel the presentation, meeting or conver-sation is going. Until this conversation takes place, youshould continue to include him or her with your eyecontact. • If several people look confused or concerned, ask ifthere are questions, concerns or thoughts anyone has.• If several people begin to nod off or fidget, it may betime for a break.• Begin to realize you may not have 100 percent listenerattention all the time. Only react when it is really neces-sary. Avoid reacting too quickly to non-verbal cues. • Be wise about your interventions.

It would be a perfect situation if every person youspoke to looked back at you with a smiling, friendlyface. That is not reality. There is no need to panic orimmediately intervene the next time you see a personwith closed posture, leaning back in the chair, or hard-ly looking at you. It could simply be the way someonelooks as they listen and learn.

Stacey Hanke is an executive consultant, author, coach and speak-

er with 1st Impression Consulting, Inc. in Chicago, Ill. Contact her at:

[email protected] or (773) 209-5970.

BY STACEY HANKE

ABOUT ASAEThe American Society of

Association Executives (ASAE) inWashington, DC, is an individualmembership organization made up ofmore than 22,000 association execu-tives and industry partners. Its mem-bers manage leading trade associa-tions, individual membership soci-eties, and voluntary organizationsacross the United States and in 50countries around the globe. It alsorepresents industry partners who sup-ply products and services to the asso-ciation community.

On the Web: www.asaenet.org

ABOUT MPIEstablished in 1972, Meeting

Professionals International (MPI) isthe largest association for the meet-ings profession with 20,000 mem-bers in 66 chapters and clubs. As theglobal authority and resource for the$102.3 billion meetings and eventindustry, MPI empowers meetingprofessionals to increase their strate-gic organizational value through edu-cation and networking opportunities.

Its strategic plan, Pathways toExcellence, is designed to elevate therole of meetings in business via:

creating professional developmentlevels to evolve member careers topositions of strategic understandingand influence; influencing executivesabout the value of meetings; andensuring MPI is the premier market-place for planners and suppliers.

On the Web: www.mpiweb.org

ABOUT PCMAThe Professional Convention

Management Association (PCMA) isthe professional resource and pre-mier educator for the meetings andconvention industry. Founded in1957, PCMA represents the interestsof over 5,000 meeting managementexecutives from associations, non-profit organizations, corporations,independent meeting planning com-panies, and multi-management firmswho recognize the importance ofmeetings to their organization. PCMAempowers members with the toolsthey need to succeed as meeting pro-fessionals and to promote the valueof the industry to their organizationsand the general public.

Headquartered in Chicago, PCMAhas 16 chapters throughout theUnited States and Canada.

On the Web: www.pcma.org

ABOUT SITEIncentive industry professionals

from around the world can join TheSociety of Incentive & TravelExecutives (SITE), the only interna-tional, not-for-profit, association forthe business professional devoted tothe pursuit of excellence in incen-tives and motivational events.

SITE provides educational semi-nars and information services tothose who design, develop, pro-mote, sell, administer and operatemotivational programs as an incen-tive to increase productivity in busi-ness. SITE has more than 2,100members in 87 countries, with 35local and regional chapters.

Members represent corporateexecutives, incentive companies,destination management companies,travel and event planners, officialtourist organizations, transportationcompanies, hotels and resorts, cruiselines, trade publications, and sup-porting organizations such as restau-rants and visitors attractions.

On the Web: www.site-intl.org


Planner education by association

When is it time to exercise? Anytime!

We all know that exercise can pro-long our lives, but many people saythey simply do not have the time.

In our busy routines, it may be dif-ficult to find an hour or two every-day to go to the gym or take a fitnessclass. There are many opportunitiesto exercise throughout the day, wejust need to look for them.

What can we do? Here are some

ideas for the “semi-active” planner:• We can take the stairs instead ofthe elevator. • Park your car a few blocks awayfrom where you are going. • Cut the lawn with a manualmower. • Sweep the floor with a broominstead of a vacuum. • Wash dishes by hand rather thanusing a dishwasher. • Walk to get your newspaper –don’t have it delivered to your door.


HOTEL STOCKS PLUNGE AFTER ANALYST’SPREDICTION OF TOUGH TIMES TO COME

So, how much influence does the media have? Severalhotel stocks hit 52-week lows Tuesday after anOppenheimer analyst said the lodging industry contin-ues to weaken, though he predicted some hotel opera-tors will be able to survive better than others.

Shares of hotel companies have mostly declined inthe past couple of months as high gas prices and risingairfares have hurt demand at the same time that hotelsupply is expanding.

Oppenheimer analyst David Katz said upscale andurban-focused companies like Gaylord EntertainmentCo., Starwood Hotels and Resorts, Morgans Hotel Groupand Steiner Leisure Ltd. stand the best chance of outper-forming, despite a drop-off in corporate travel. Katzgave a “Perform” rating to Choice Hotels InternationalInc., Marriott International and Orient-Express HotelsLtd., which means he expects their stocks’ performanceto be in line with that of the S&P 500.

Here’s how some key hotel stocks were trading inmid-July:

• Gaylord Entertainment Co. fell $1.27 to $20.07,after hitting a nearly five-year low of $19.78.

• Starwood Hotels and Resorts rose 17 cents to $37.93, afterdropping to $36.73, its lowest price in roughly four years.

• InterContinental Hotels Group rose five cents to$12.89, after hitting a four-year low of $12.69.

• Marriott International fell 20 cents to $25.73.On the Web: www.opco.com

HOTELS CAN’T FLY WITHOUT AIR TRAVELLERSThe latest analytical data from PKF Hospitality

Research finds U.S. hotels could face a decline in lodging demand greater than that faced during the after-math of the 9/11 terrorist attacks in 2001.

In the worst-case scenario, a 1 percent decline in thenumber of seats flown within the U.S. will result in a0.39 percent decline in the demand at the nation’shotels. This would translate into approximately 40 mil-lion fewer room nights occupied, or $4.3 billion in rev-enue, on an annual basis. If airline capacity is reducedby 10 percent, as some have suggested, then lodgingdemand would fall 3.9 percent. In 2001, the decline inlodging demand was just 3.3 percent according to PKF.

ALOFT MONTREAL AIRPORT OPENSStarwood Hotels & Resorts Worldwide, Inc. and its

new lifestyle brand, aloft hotels, recently opened the thealoft Montreal Airport hotel, the first aloft to open anywhere in the world.

Developed and owned by the joint venture betweenSilver Hotel Group and Northampton Group Inc., the 136-room aloft Montreal Airport will offer a variety of intuitivetechnologies, atmospheric public spaces, and a wholearray of guest amenities. Created for today’s traveler, alofthotels are modern, fresh and fun, with loft-inspired designand free-flowing energy, a company release said.

“The sleekness and dynamism of the aloft lifestyle com-plements the sophistication and style of Montreal, wherewe are proud to make our global debut,” said BrianMcGuinness, Vice President of aloft and element hotelsworldwide. “Youthful-minded travelers will appreciate thealoft brand’s emphasis on creativity, culture and fun.”

aloft Montreal Airport is located near the TrudeauInternational Airport, just 20 minutes from downtownMontreal.

Among the aloft hotels scheduled to open soon are inLas Vegas, Nevada, Toronto, Canada and Beijing, China.

On the Web: www.alofthotels.com.


LEVEL: EASY Solution, page 26

LEVEL: INTERMEDIATE Solution, page 26

Fill each square with a number from 1 to 9 so that everynumber appears only once in each row, column and cell.

SOME SUDOKU RESOURCES ON THE WEB:• www.websudoku.com •www.sudoweb.com•www.dailysudoku.com •www.sudokupuzz.com

SudokuSponsored by the Centre Mont-Royal

RENEGOTIATING IS THE NEW GAMEAs many American hotel suppliers see demand soften-

ing, travel buyers at some companies have said hotels arestarting to use a word not heard so often – renegotiate.

One analyst recently said that it might be more difficultfor the lodging industry to weather current economic con-ditions without corporations as a crutch. And Marriott’schairman and CEO J.W. Marriott Jr. recently said that busi-nesses are cutting back and added that corporate ratenegotiations will be challenging for the hotel company.

Because of the recent economic turn of events, therewill likely be a small window of opportunity for some trav-el buyers. Some buyers have reported receiving unsolicitedmid-year renegotiations and a less firm stance on rates by suppliers compelled to accommodate corporate customers.

Analysts and some major hotel companies are predict-ing a decline in revenue per available room and occu-pancy during the second half of the year, and haveexpressed some doubt about the lodging industry’sprospects, potentially impacting the negotiating season.

HOLIDAY INN FAMILY OF BRANDS DOMINATES CANADA’S MID-SCALE PIPELINE

InterContinental Hotels Group’s Holiday Inn family ofbrands has the largest pipeline of all mid-scale brands inCanada, with 52 hotels (5,350 rooms) and 42 of thoseflagged as Holiday Inn Express.

Future locations of Holiday Inn and Holiday InnExpress hotels in Canada include major markets likeCalgary, Edmonton, Toronto and Montreal. Secondarymarkets such as Truro, Nova Scotia; Prince Albert,Saskatchewan; and Slave Lake, Alberta have also beentargeted for growth.

On the Web: www.ihg.com

WYNDHAM GARDEN OPENS IN TORONTOCanada’s first Wyndham Garden has opened in

Toronto. The 290-room Wyndham Garden HotelToronto, located at 185 Yorkland Boulevard, is the resultof an extensive and impressive renovation to the formerRamada Hotel and Conference Center Toronto.

Most impressive is its more than 14,000 square feet ofmeeting space, part of the multi-million dollar renova-tion the property recently received. There is also a private landscaped outdoor garden that can host wed-dings and special events. The hotel is also 100 percentsmoke-free and equipped with many other amenities.

On the Web: www.wyndham.com


Ed. Note: We recently asked our readers to tell us the best advice they ever received. Below are some of your responses. Wecouldn’t print them all, but thanks to everyone who participated.

Plan your event or meeting to a budget amount which is atleast 10% less than your actual budget. This will allow forthose little last minute extras and finishing touches.

Cindy Paquette

Hire only the best support staff and professional suppliers. It makes you look good.

Cheryl Mottershead

The best advice was: Never take anything for granted, alwayscheck more than once.

Chantal Montpetit

Never assume anything! If you are not sure, ask the question.Isabel Stengler

You can’t be too organized when planning an event. Makesure that everything is covered off and recheck everything.Keep everyone involved in the loop. Be prepared for lastminute changes and build flexibility for possible change intoyour plans. Keep calm no matter what and remember that youcatch more flies with honey than with vinegar, so be nice tofolks and keep your sense of humour.

Annette Maggs

Feed them well and they will forgive everything else. P. Frank

Always confirm a service before informing the client. It is so tempting to want to wow the client with an idea, but if the idea turns out to be impossible to action, the client is disappointed. Always research first so you can wow themwith confidence later.

Lynne Petit

The best advice that I have received when it comes to planning events, etc. is to make a to-do-list of everything youcould possibly think of that needs to get done, then break thelist down by months, weeks, or days (depending on theevent). This way, it makes things manageable and not seemso overwhelming. You can also use this list to delegate. Themost important thing in life when it comes to planning is toremember the three Ds … Do, Delegate or Dump!

Pam Barker

Plan your work – work your plan. Ahmed Mutaher

Review the BEOs diligently and then go over them with thehotel staff just before the event begins. Be sure you knowwho your contact will be at the hotel during the event becauseit may not be the person with whom you have been dealingon the sales part of the agreement. Walk through the venue tobe sure it is set up to your liking. We just had an event wherethe rooms were all set but the floors had not been swept orvacuumed and the room looked awful. Fortunately, the situ-ation was corrected before our guests arrived.

Pamela Wilson

Communicate, communicate, communicate...with customersand suppliers... be honest and ethical!

Barbara Jacklin

The best planning tool I was shown as a student was theevent run sheet or minute-by-minute. A critical planning tool,the Event Run Sheet ensures every detail is looked after andcoordinated and that everyone involved in the event knowswhat’s happening, when and who’s responsible.

Caroline Aston

Be prepared. Plan and implement as much in advance as pos-sible so there will be no panic when changes occur.

Margaret Chartrand

Never to assume anything! Josée Lessard

Best adviceContest

AND THE WINNER IS...

The best advice is to treat everybody with the same degreeof respect, from the housecleaning crew to the client.Everything is equal and if you treat people the same wayyou expect and deserve to be treated, you will have suc-cessful events and satisfied and repeat clientele. Also, thepeople who work events also work WITH me as opposedto FOR me – without their expertise, I could not satisfy myclients and meet or exceed their expectations.

Beverly Dankner, Event Specialist, A Matter of Taste

BEVERLY WINS A TWO-NIGHT STAY ON THE

CONCIERGE FLOOR OF THE MARRIOTT CHÂTEAU

CHAMPLAIN HOTEL IN MONTREAL.THANK YOU TO OUR SPONSOR!

*


Expect that final numbers will fluctuate by plus or minus 10%and be prepared for that eventuality. Never be caught withoutenough, especially if you will be “offsite” (not in a hotel orrental hall), where you need to be sure that you have orderedenough wine glasses, plates, cutlery, etc.

Nancy Kenwood

The best advice was that when things go wrong, and theyalways will, remain calm and address the problem right away.Nothing is ever so earth-shattering that it can't be repairedone way or another. I’ve lived by that rule ever since.

Joanne Langevin

You can prepare all you want – and you should be fully prepared – but something will always go wrong and you justneed to be prepared to solve what comes up as it happens.Hope for the best, prepare for the worst and bring the toolsonsite to solve what comes up as it happens.

Lesa

You can’t make everyone happy! Michelle Nicholls

Don’t take advantage of your suppliers’ good will, especially concerning a fam trip they have put together. A written thank you goes a long way.

Roblynn Hunnisett

You must be very flexible because plans are constantly changing.Roll with the punches and remain calm- things may even turnout better than originally planned!

Valerie Presti

Take advantage of the Concierge. His local knowledge andcontacts are usually better than anything you will find on yourown and you have your answers immediately.

Rick Kritschgau

My mentor once told me “always strive for triple C – calm,cool and collected.” There is nothing worse than your customerseeing you look panicked or flustered. By appearing calm andin control, you elicit confidence from your customers.

Marianne Fotia

The best advice I received was early in my career: You mustalways confirm details of your event no matter how confidentyou are with your vendors/suppliers/entertainment, etc. Withall of today's hi-tech gizmos and gadgets (Blackberry, cellphone, e-mail, etc.) human error can lead to a mistake withdates, times, locations,and so on. I always confirm withreceiving a hard copy (via mail or fax) and then reconfirm allthe details via telephone or e-mail confirmations.

Cindy Weir

Always arrive early and check everything twice. Marion Fuller

Always be prepared. Take time in the early planning stages tothink of every “what if” and have a back up plan – you’ll beconfident knowing you’ve got it covered. Also, keep detailednotes and lists to work from – they’re great to work with andvital for post-event de-briefings.

Cathy Grozdanovski

Create a “Plan B” for every event and portions within yourevent and ensure others know what it is. Never leave homewithout your own “toolkit” (flashlights, batteries, screwdriver,“sticky tack”, portable radio, etc) – definitely came in handyduring the great “black out” a few years ago! Wendy Baker

Pay attention to the small details. They are what separates awell planned event from the wannabes.

Kathryn Dafos

Always keep a living file on the attendees for every time ameeting has been planned, you can always refer to the infor-mation compiled on the guests and you can cater to their needs/ preferences without having to ask again or to make an error.Information can be as diverse as dietary restrictions, favouritefoods/drinks, restrictions due to religious or culture, etc.

Leslie Ainsworth


BY LAURA GRANATA

Today’s meetings are a long way from the days of organiz-ing a company picnic and grilling a few hot-dogs.

Today, meetings are big business with big expectations.There is an undeniable need for creative and innovative waysto communicate and motivate a company’s sales force.

A sales meeting is THE place to connect and feel a bondwith a company. It is THE place to learn, share, improve, celebrate, recognize achievements and launch new ideas andprograms. It’s THE place that sales people look to for helpfulseminars and key information that will help in the company’ssuccess and ultimately in their personal success. Whatever thereason for the gathering, more and more companies areinvesting more time and money in this very valuable event.

There is an abundance of types of events that can rangefrom small “on the road” meetings, major marketing launches,sales training, to employee recognition programs. Whateverthe reason may be to organize a themed corporate event, theidea is to create a memorable and effective event that will bethe topic of positive conversation for quite some time.

Bottom line: If the meeting is well organized and pro-duced, the event will serve to strengthen and motivate yoursales team and ultimately bring power and success to yourbusiness.

OUT-OF-THE-BOX “THEME WORK”As the company’s event planner, it’s up to you to create the

magic of the meeting with a theme that connects with yoursales force. Just as TEAM WORK is a fundamental element forsuccess in business, THEME WORK is the key to the successfor unforgettable sales meetings.

Professional event planners recognize the importance ofthinking Out-of–the Box when it comes to planning themedevents. People quite simply want to experience somethingunique and unforgettable. The old “been-there-done-that”doesn’t do the trick to help establish an experience that canenable and motivate. You’ve got to WOW your team sothemed event budgets can easily reach important amounts fortoday’s companies. It is an investment that offers an effectiveplatform to communicate the essential strategies of the corpo-ration. After all, the themed event is where people are recog-nized and business ideas evolve together towards goals andobjectives. So it is no wonder that “wining and dining” thegreatest company investment — its own people — or gather-ing the troops in a tropical destination are recognized ways ofacknowledging the importance of these events.

If Corporate Social Responsibility is a key message anddirection that your company is trying to enforce then GREENis your theme. Green Meetings is a current emerging themeidea. Destinations can be selected that are green-oriented.Environmental options are offered by hotels and meeting ven-ues that are inviting to socially aware companies.

Professional event organizations offer a fantastic assort-ment of activities and courses that motivate, inspire and edu-cate sales groups of all kinds. For example, the exciting teamwork experience of Whitewater Rafting is one way of build-ing team dynamics. Maybe your company would dare with ascavenger hunt through an exotic jungle or the streets of Parisfor a Mystery Treasure while sharpening information manage-ment and achieving challenging goals. How about a salesmeeting that pampers the team in a luxurious 5star-resort. Here the sales team will experience a true senseof worth. Isn’t it a wonderful coincidence how the greatestideas emerge when the soul and physical spirit feel appreci-ated? It’s simple…team building activities and exciting ven-ues build morale which then nurtures success.

CONTENT CREATIONGreat…you’ve come to the decision of a unique and mean-

ingful theme. All it takes is two or three key words and allthe pieces come together. A few words that create a title andsuddenly everything takes on a clear direction; the venue, theactivities and even the menu!

These key words, the meeting theme, are the key to a suc-cessful and unforgettable meeting. The theme is also thebasis of all the audio-visual presentations. It is the inspirationfor the speeches. It is the igniter of all that is seen and heardat the meeting like the PowerPoint presentation, videos,graphics, music, entertainment, décor, menus and all activities. The link, i.e. the theme, is what unites the groupand leads toward one GRAND message. It may be the mes-sage of building the momentum to be #1 in the industry or itmay be to be leaders in Corporate Responsibility. Whateverthe theme, writing a high-performance sales meeting meansmaking that theme crystal clear through a variation of communication techniques.

Enter the speech writer. If writing your speech seems tobe a laborious chore, then you can be sure that the recipientsof your speech will find it to be just as much of a laborioustask to listen to it. Investing in a speech writer is an effectiveway of assuring that the tone of the meeting is set right fromthe GET-GO. An effective speech writer does not write in one-dimension.

Theme work can make a meetingunique and unforgettable for all

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The writer incorporates all the dimensions of the meetingincluding audio-visual elements like the PowerPoint presenta-tion and specifically created motivational videos that set atone of excitement and communicate clear objectives. That iswhy the selection of the writer is very important. The writershould become an invisible extension of the presenter and hisor her presentation. Ultimately a script is created that pullstogether an unforgettable experience for the audience.

For this reason, the writer should never be exempt fromthe audio-visual presentation. The writer and the presentershould work all the elements together to communicate anexciting message. For example, an experienced writer knowsthat the PowerPoint is an extension of the speech not a repe-tition of what he is saying. It is visual support for what thespeaker wants to communicate.

Today, most anyone can put together a PowerPoint pres-entation. But not everyone can CREATE an effective andunforgettable visual experience that strengthens the veryimportant message that the speaker wishes to communicate.The whole package of speech and audio-visual support iswhat builds excitement and peaks interest.

Another very important role for a complete speech writeris the incorporation of video elements to the speeches and to the meeting. Creativity comes in so many forms and

motivational video productions are the perfect way to awe anaudience and keep the exciting rhythm of the theme flowing.It is amazing what a few videos can do to animate and informan audience. Most importantly, the videos reinforce in a veryeffective manner, the sales meeting objectives and theme.

Writing a high-performance conference is more thanspelling out objectives and strategy plans. It is creating ascript that clearly communicates the themed event in anunforgettable way! Hiring an event planner and script writerto organize a themed event, whether the corporate event issmall or large in scale, can ensure that the company’s objec-tives are communicated effectively. Simply put, the planningand writing professional is there to help sales meetingsbecome a gathering to inform, motivate, reward, recognizeand educate sales professionals in a dynamic and high-performance way!

• • •Laura Granata is owner/operator of Laura Granata

Communications & Events.

Laura Granata Communications & Events offers a creative spirit of

styling events and excels at bringing communication art forms expres-

sively together. Specialties include the creation and production of sales

meetings and corporate special events, development and implementa-

tion of marketing and communication plans, effective speech writing

and innovative corporate video and multi media production services.

Laura Granata can be reached at (514) 324-2425 or e-mail her at:

[email protected]

Teamwork is key


How to protect your confidential information

Protecting confidential informa-tion has become somewhat of an

irony in the past couple of decades. The higher thedemand for “express” information (on-line banking,Googling, swipe cards, portable communicationdevices, etc.), the greater the chance of personal identi-ty and intellectual property theft. Anyone wishing toremain anonymous these days has little or no chance todo so. However, using basic care and attention whileon-site can avoid information loss and potential embar-rassment or even legal action. While some of the follow-ing advice may seem obvious, several recent personalon-site studies proved that even the most professionallyrun events fall sadly short of basic privacy protection.

WALKIE TALKIESWalkie talkies serve a valuable purpose for large sites

and multi-room events, however they should only beused when absolutely necessary. Acceptable uses are:emergency contact with venue and event staff; pinpoint-ing the location of a co-worker; or giving a heads-up toothers when delegates are arriving/leaving an area enmasse. Unacceptable usage would be personal conversa-tion and comedy routines; reprimanding or talking abouta team member; discussion of event strategies; sharingof personal information; or announcing the arrival of aVIP in a particular location. All these no-no’s run the riskof releasing confidential information. Walkie talkies arethe easiest form of communication to intercept on site –the “chatter” heard over the channel generally meansthat other people have tapped into the same channeland can hear everything that is being said.

REGISTRATION DESKS – NOT FOR LEFT LUGGAGEThe function of a Registration desk is to register

delegates, however the area is just as commonly andmistakenly used for under-desk storage, creating ahaven for thieves and the loss of confidential informa-tion. Whilst most registration desks tend to be the moresecure kiosk variety, skirted registration tables in thehallway are still very common. Just look under anysuch table and it is almost guaranteed to see purses, del-egate briefcases (or even luggage), laptops and eventbinders stuffed under there for “safe keeping.”

It takes a couple of seconds for a thief to distract a registration attendant while an accomplice fishes itemsout from under the table. It happens on a regular basis inall types of venue, with the inevitable same result; disbe-lief from the victim that anyone would do such a thing.Follow these simple steps to secure the registration area.

• Only keep the absolute essentials in wallets, purs-es and briefcases. One credit card, one photo ID, asmall amount of cash for tips and one debit card is themost any of the event team needs to carry on site.

• Use a purse with a shoulder strap and wear itsatchel style at all times – it’s easy to manage and does-n’t need to be put down if something requires attentionor the use of both hands.

• Ensure that company phone cards distributed to theteam are PIN protected, with the number being keptseparate from the card itself.

• Politely decline to look after any personal items fordelegates, colleagues or volunteers. Make it a writtenrequirement in the delegate package that luggage is leftwith the bell captain or in hotel rooms, not in the careof event staff.

THEFT OF AUDIO VISUAL EQUIPMENTThe most common thefts on site after purses are

laptops and other unsecured audio visual equipment.Ultimately, the client is held responsible for paying forany lost or stolen equipment, so write into any audiovisual contract that laptops must be locked to a static ordifficult to move item, such as a large table.Alternatively, the technician should remove and storethem between sessions, when the room will be leftunattended. Projectors are a little more difficult to steal,however they regularly disappear as do LED lights andother small equipment. Overnight security is always recommended, however daytime security is often over-looked and can be even more necessary among largecrowds and constant room switches.

PROTECTING PRIVATE DATAIt is said that one of the best techniques for keeping

data private is based on the Need To Know guideline.The more people that have access to information, theless secure it will be. Ironically, while event manage-ment companies keep most client files in protected files,the information that most staff have access to both inthe office and on site is the delegate list, which oftencontains credit card information and cell phone number, neither of which is regularly accessible to thepublic under the PIPEDA Act.

For your eyes only... you hope

*

BY JYL ASHTON CUNNINGHAM, CMP

A disgruntled employee (someone asked me theother day if I had ever seen a gruntled employee) couldfeasibly pass the information into undesirable hands.Likewise, a delegate or competitor could access contactinformation if databases are left open and unattended atregistration desks.

External drives are relatively inexpensive (about $150 for more memory than is likely to be needed) andare invaluable at registration desks, where importantdelegate information is commonly known to be stored.Removing the drive and designating a responsible person to keep it safe (have a back up external drivewith another team member just in case) ensures that themain computer remains data-free. If computers are rent-ed, be sure to delete all information from them beforereturning to the rental company.

While Zero Waste events are becoming more common(requiring all event materials to be removed from on-siteback to the office) it is highly recommended to rent ashredder for recycled data that will be left on site. Makesure the material is shredded against the typing direction(difficult for landscape formatted documents), as personalinformation can easily be read from parallel shredding.

HOTEL ROOM SWIPE CARDS While one school of thought warns that hotel room

keys contain personal data including credit card infor-mation, several published articles from reputablesources have disputed what is believed to be computerrumour and that the key holds nothing more than theroom number. Since there is currently no hard and fastevidence to support either theory, simply remind all delegates when they check out to return room keys andask for them to be cancelled in front of them.

Several hotel chains were interviewed regarding thelength of time that credit card information stays on file

after check-out. The most common response was thatthe information automatically cancels on check-out,however from personal experience, several chargeshave shown up on credit card statements often erroneously and without any back up receipt beingsent, for parking and other miscellaneous charges.Always check statements carefully and dispute anyunauthorized charges.

The unfortunate fact is that no matter how careful theplanning process, or how secure the management of con-fidential material, information leaks will inevitably occur.The key is to bring as little sensitive information on siteas possible and allow access only to those people whoreally need it. Exercise caution and diligence in the handling of equipment and data, and consider research-ing additional insurance against their loss or theft.

Jyl Ashton Cunningham, CMP, is an independent meeting and

special event planner based in Oakville, Ontario, and associate editor of

The Planner, Ontario. Jyl welcomes your comments and can be

reached at [email protected] or [email protected].


Ask delegates to cancel room cards at check-out


BY ISABEL STENGLER, CMP

The ability to Learn is mankind’s most importantmental function. Learning relies on the acquisition

of different types of knowledge which leads to thedevelopment of new capacities, skills, values, under-standing, and preferences.

Conscious learning is a capacity required by students,is usually goal-oriented, and requires motivation. Weshould count ourselves fortunate that not all learning isconscious, goal-oriented and requiring of motivation,especially once the anxiety of writing final exams pass-es and we enter the real world of business!

Life-long learning… we hear this phrase quite regu-larly. How often have you said in a surprised manner:“Wow, I’ve learned something new today!” It is nevertoo late or too soon when it comes to learning. Thisespecially applies as our environment evolves so rapid-ly with advances in technology, consumer behaviouralmodifications, market fluctuations etc. The world hastruly gone global, becoming ever more accessible.

To keep pace, we need to be open to new ideas, deci-sions, skills and behaviors. We need to step outside ofour normal circle and learn about related topics such aspsychology, marketing, customer service, communica-tion, technology and economics. We should travel,expose ourselves to different cultures and learn foreignlanguages. As a result of continuous learning, be itdirectly from within our profession or outside our nor-mal circle, we expand our horizons and enrich our lives.

Learning is a natural process for all human beings.Often we learn subconsciously by watching and listen-ing to others. “Unlearning and relearning”… or teachingan old dog new tricks… is a much more difficult taskfor the majority of us.

It is easy to become set in our ways, to keep perpet-uating the manner or fashion in which we accomplishtasks, instead of looking for ways to improve. We allshould periodically take the time to reflect if how wework and how we behave still seems logical. Especiallyfrom a planner’s perspective, we should adapt to newtrends that will allow us to be more efficient in our dailywork and improve our service performance.

As part of a meeting professional’s life-long educa-tion, you should bookmark your agenda for industryeducational events that provide opportunities to learn,network and exchange. In addition to specific planner-type professional association events, such as theCanadian Special Events Society (CSES), Association of

Corporate Travel Executives (ACTE), Society ofIndependent Show Organizers (SISO), Canadian Societyof Professional Event Planners (CanSPEP), and manyothers, you may want to consider attending MPI(Meeting Professionals International) activities.

The World Education Congress (WEC) is an annualmeeting for a variety of planners and suppliers whichhas become one of the most important industry eventsin North America. The next WEC will be held at theMandalay Bay Resort & Casino in Las Vegas fromAugust 9-12, 2008. The main focus is to engage all participants in discussions about the future of the meet-ings industry. It is impressive to see the high degree of interaction that is built into the program, creatingoutstanding peer-to-peer networking opportunities.

CONVIVIUM TAKES PLACE NOV 9-12 IN LAVALAn event tailored specifically to meet the needs of

Canadian meeting professionals is CONVIVIUM. Theconference, hosted yearly by MPI Montreal, was initiallydeveloped as a means of providing education in Frenchfor a Quebecois audience. CONVIVIUM 2008 will be abilingual conference for a diversity of planners and suppliers and from all learning levels. From November 9-12, 2008, over 250 participants from all over Canadaare expected to convene in Laval, Quebec to learn aboutthe latest trends, discuss current and potential chal-lenges and engage in an interactive exchange of ideaswith colleagues.

To learn more about this educational opportunity,visit: www.mpimontreal.com.

Plenary sessions are focused on timely topics such asevents as marketing tools, European marketing trends,protection of intellectual property in our industry and theimpact of Web 2.0 on the meeting’s industry. We haveinvited locally and internationally renowned speakers topresent on these topics including Gilbert Rozon, theFounder and President of the Just for Laughs Festival.

Qualification and education through formal channelsare still essential parts for the majority which providesa solid basis for life-long learning. Obtaining CMP orCMM certification or certificates in tourism, hospitalityand leisure sciences are great opportunities to createthis foundation to succeed in the Meetings Industry.

CONVIVIUM 2008, WEC 2008 and other industryconferences may just be the perfect way to combineeducation with life-long learning. Isabel Stengler, CMP, is the President of IS Event Solutions.

She can be reached at: [email protected].

Learn, unlearn and relearn


Understanding how BEOs workBY RACHEL COLEY, CMP

ABanquet Event Order (sometimes referred to as aFunction Sheet) is the all-encompassing document

produced by a venue that should include all of thedetails of an event. The document is distributed to eachdepartment in the venue and is the one that staff mem-bers follow to perform their respective duties. The BEOwill be the working document during the operation ofthe event. Any changes necessary should be recordedfor reference and back up documentation during thebilling and final reconciliation process.

The catering or conference service manager in chargeof an event will create the BEO using the informationthat has been discussed and agreed upon in the eventplanning process. It will repeat the pertinent parts ofthe original signed contract, however it may supercedethis as details have evolved or changed.

It is critical to review this document line-by-line anditem by item to ensure that the details are accurate. Themore complex an event the more detailed the BEO willbe. Therefore, if the event is a half-day meeting with min-imal set-up and tear down, audio visual and food & bev-erage requirements, two or three pages usually suffice.

Regardless of the simplicity or complexity of theevent, it is essential to have a systematic checklist andto cross-reference this against your own documentation.It is also important to have a copy of the most up todate agenda for the event to ensure that any last minutechanges for event timing have been communicated tothe venue.

ESSENTIAL CHECKLIST:• Check the day, date and time of the event• Confirm the name of the event as shown on the BEO• Discuss and confirm whether to post the companyname on venue signs • Make sure that the load in or set up time is what the audio visual company has committed to and thatsufficient time has been allocated for set up and teardown depending on the complexity of the audio visualinstallation• Check the original contract for the prices quoted orfor negotiated concessions• Review the room set up details for accuracy, tablestyle and set up (classroom, half rounds, etc.) and number of chairs required. Confirm whether pads andpaper included at each place setting, together with apitcher of water and glasses, if required• Confirm whether rooms are refreshed between sessions

and whether an additional fee has been charged for thisservice (some venues only allow one refresh per day)• Review the guarantees for every function during theevent. They may not necessarily be the same from dayto day. The venue will base their catering counts onyour guarantee. The guarantee is usually required 72business hours prior to the event; however, some ven-ues require one business week. Once a guarantee isconfirmed with the venue, this will be the minimumnumber that the venue will invoice for after the event. • Any special meals, dietary requirements or food aller-gies should be listed including individual names foreach meal.

Additional instructions,such as whether to leavewine bottles on tables atdinner, or to offer a fullwine service, should benoted on the BEO.

The BEO will alsoinclude the instructions tothe accounting departmentfor preparing and sendingthe final invoice. To facili-tate the tracking of finalexpenses when reconcil-ing the invoice, a requestshould be made inadvance to itemize thebilling by category inMaster Accounts, such asaccommodation, meetingroom rental, audio visual,food and beverage and miscellaneous expenses.

After reviewing the BEO and making any changes,sign and date each page, and return them to the venue.Send a covering memo that clearly outlines any changesmade and request the venue to up date the BEO andsend the revised copies back for further checking.

Remember this is your event, therefore your respon-sibility. Take the time to read the BEO carefully. Thevenue staff refers to this important document over andabove any schedule of events that may be produced byplanners and/or suppliers.

• • •

Rachel Coley, CMP, is a product buyer based in Oakville Ontario.

She is a regular contributor to The Planner and welcomes your

comments. Rachel can be reached at: [email protected].

A BEO is an all-

encompassingdocument

produced by avenue that

should includeall the detailsof an event.


Recycling computers & other e-wasteAll major PC vendors have asset disposal programs to

help businesses and consumers recycle computers andother e-waste.

Environment Canada reports that Canadians bury orincinerate 158,000 tons of obsolete computer and e-waste every year. E-waste includes computers, TVsand other electronic products.

While Canadian companies “lag behind Europe andthe US,” according to Marc Perrella, IDC CanadaTechnology Group vice-president, when it comes torecycling computers, they donate more used computersto schools and charities and sell more to their employ-ees than any other country.

To encourage businesses to recycle computers,Hewlett Packard will pick up any computer brand for acost recovery fee. By 2007, HP has recycled one billionpounds of e-waste and has set goals to recover anotherbillion pounds by the end of 2010.

Dell Computers is the only company to offer con-sumers worldwide a no-charge recycling service for its own computer equipment without requiring newproduct purchases.

To learn more about how to do your part, here are afew vendors to contact:

Hewlett Packard - www.hp.ca/recycleTakes computer hardware and inkjet and laser car-

tridges for recycling for a feeHas free retail drop-off points for rechargeable batteriesHas trade-in options

Dell – www1.ca.dell.com/recyclingConsumers: no-charge recycling for Dell equipment

without requiring new product purchases.Businesses: fee-based service for removing and recy-

cling any used IT equipmentDonating: National Cristina Foundation helps dis-

abled and disadvantaged children and adults

ANSWER EASYSUDOKU FROM PAGE 17

ANSWER MEDIUM SUDOKU FROM PAGE 17

August 16-19, 2008ASAE & The Center for Association Leadership, AnnualMeeting and Exposition, San Diego Convention Center,San Diego, Calif. Contact: www.asaeannualmeeting.org.

August 21-23, 2008International Special Events Society, Eventworld 2008,renaissance Vinoy Resort & Golf Club, St. Petersburg,Fla. Contact: http://isesew.vtcus.com.

August 26, 2008MPI Ottawa Chapter, 9th Annual Golf Day, Grey HawkGolf Club, Ottawa, Ont. Contact: www.mpiottawa.ca.

August 28, 2008Canadian Society of Professional Event Planners, 2008Golf Tournament, Thornbury, Ont. Contact: www.cspep.ca.

September 1 – Labour Day

September 4, 2008MPI Toronto Chapter, 30th Anniversary Celebration,Toronto, Ont. Contact: www.mpitoronto.org.

September 23-25, 2008Incentive Travel & Meeting Executives, The MotivationShow, Chicago, Ill. Contact: www.motivationshow.com.

October 5-7, 2008Association of Corporate Travel Executives, ACTEGlobal Education Conference, Rome marriott ParkHotel, Italy. Contact: www.acte.org.

November 9-12, 2008MPI Montreal Chapter, Convivium 2008, SheratonLaval, Laval, Que. Contact: www.mpimontreal.com/en/convivium

• • •

Websites of interest

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