Melanie McCann is the in-house event graphic designer from metroConnections. In more than eight years with metroConnections, Melanie has developed and created renderings of trade show booths and displays, production stage sets, props and event décor elements. Responsible for many aspects of the creative process at metroConnections, Melanie also designs conference logos, branded elements, directional signage and print materials as well as Prezi and PowerPoint Presentations. She graduated with a BS degree from the University of Minnesota and completed an Advanced Graphic Design program through Sessions College for Professional Design. www.metroconnections.com

Today, renderings are used to give us a proposed feel for everything from kitchen redesigns to custom running shoes. But did you know they are also being used in the early planning process for events to help clients visualize their attendee experience? From artist drawings to computer-aided designs, renderings enable event planners to communicate their ideas through rendered photorealistic images. Not only does a rendering give clients a preview of their event with realistic images, but it also can help pinpoint challenges early on, allowing for cost-effective adjustments and refinements before the actual event experience is developed.

What is a rendering?

A rendering is a life-like visual representation of a conceptualized item or idea, or a prospective alteration of an existing item or space. Typically created using software programs such as AutoCAD, SketchUp, Photoshop or Illustrator, renderings provide 2-D or 3-D realistic images that illustrate proposed attributes of a design.

Tip: To accurately communicate the proposed idea, all items and displays in the renderings should be made to scale.

What’s the point?

In the meeting and event planning industry, a rendering is developed so that all involved in the planning process can visualize the intended outcome. From showing off the visuals of an event to conceptualizing seating arrangements, renderings not only leave the guesswork out of event planning, but they also are used to manage expectations and clarify direction.

Tip: Often to accomplish this goal, several renderings are required from different viewpoints.

When should it be created?

Once a theme or concept has been initially decided and the location or area size is known, a rendering should be created. In many cases, the rendering is created when the event idea is being “pitched” or is still in the planning stage. Perfecting the concept on paper gives the entire team confidence and clear direction on how to execute the concept in reality. Most renderings are edited multiple times before an image is created so that it satisfies the entire team.

Tip: It’s much easier to scale something up or down in a software program than in the actual workshop.

Who is responsible for creating it?

Ideally, a design professional who can work closely with the entire creative team to understand the vision should be in charge of the rendering creation. It’s essential that the rendering designer has a solid plan to execute the concept on paper into the finished product. When a company works with a design house to produce a rendering without engaging the team who will actually build or produce the final product there often is a disconnect when it comes time to construct the concept.

Tip: Working with a team that has both design and execution capabilities allows for the rendering to be realistic in terms of what can be executed and keeping within a set budget.

What should be included in the rendering?

Professional event renderings should include how the seating will work, aisle space, stage viewpoints and decorations. The rendering also should outline and depict real-life elements such as  colors, materials, lighting and shadows. It should be true to scale and represent the accurate dimensions of the items rendered and the setting around it. Most important, it should be as accurate as possible as to what will be created in reality with as much detail as possible and comply with the laws of physics.

Tip: Detailed renderings not only help in setup, but they can help build excitement for the big event.

How else are renderings used?

Renderings also are a good way to identify preferences that may not be identified in a traditional planning process. For example, a client may not express a preference related to colors or design styles for a room or backdrop until they see the visual. Seeing a visual representation of the event plan often triggers the client to address brand standard compliance and overall designs before it’s too late or too costly to make edits. In such cases, renderings can assist planners in making informed decisions and edits before the program and in some cases it allows them to really hone in on a certain concept or theme that would have been an afterthought until they see it in the rendering and then they decide to highlight that piece.

Should a rendering be used for all events?

Not necessarily. Since the rendering is a communication tool, it may or may not be a necessary step. Sometimes you can paint the portrait with words alone, however a picture typically proves helpful in ensuring clarity and identifying expectations.

What information should be provided to the person creating the rendering to ensure they can create a solid representation?

Providing precise sizing and scale information as well as direction for the general theme, look and feel is essential for building a good rendering. Other helpful elements include brand standards and desired materials. Budget parameters also should be provided.

An example of how a rendering really helped the creative process.

MetroConnections was tasked with building a trade show booth for Capital Safety to model their new Nano-Lok edge equipment (fall prevention). The initial idea was to put TV screens on the floor and background, but after the rendering was complete, the team discovered the TV screens might get stepped on resulting in the team changing the configuration of the booth. The rendering process as shown in FIGURE 1 proved extremely useful for this project.

As shown in FIGURE 2, another example is a stage rendering created for the FMP Shifting Gears Conference. The meeting team was struggling with finding the right visual representation for the implied movement of the conference theme tag line, and they didn’t want it to appear too literal. The rendering process enabled metroConnections to narrow the scope of the theme and allowed the team to experiment with arrows and chevrons. The solution was the literal gears. The client loved it after they saw the rendering and took the rendering to reality.

More tips for success.

There is a delicate balance from rendering to reality. Although renderings have proven extremely useful in many cases, if expectations aren’t managed accurately, concepts and details can get lost in the translation from 2-D to the real world. Understanding that a rendering is a visual proposal, not a finished product, will prevent disappointment in clients who took the concept too literally. On the other hand, a client who forces the event design team to stick to a stringent set of details can block creative progress. C&IT

Stephen Barth is an attorney, the founder of HospitalityLawyer.com, the annual Hospitality Law Conference series, and the Global Congress on Travel Risk Management. He is author of Hospitality Law and coauthor of Restaurant Law Basics. As a professor at the Conrad N. Hilton College of Hotel and Restaurant Management at the University of Houston, he teaches courses in hospitality law and leadership. He has more than 20 years of experience in hospitality operations, including line positions, management and ownership. Stephen is a founding member of the Hospitality Industry Bar Association and member of the State Bar of Texas. He is also a mediator and a strong proponent for alternative dispute resolution.

Many hoteliers have likely had the experience of receiving a proposed meeting/event contract that is so one-sided they want to throw it in the trash. Then they are faced with having to spend hours negotiating the same clauses that have been negotiated for decades by parties involved in similar agreements. Ultimately, we spend far too much time and effort getting back to square one: mutual, fair contract clauses.

Today, we will not do business with a company that tries to seek an advantage via contract. Like Mr. Isadore Sharp of Four Seasons fame, we believe in doing business with people whom we trust, and if someone tries to negotiate a contract that gives them leverage or couches us as adversaries, that does not bode well for our future relationship. Contracts should center on allocating obligations and risks fairly among the parties involved, and be structured in such a way that both parties are fairly incentivized to fulfill their obligations under the contract.

At HospitalityLawyer.com, we’ve worked hard to develop mutual meeting contract clauses so hosts and planners can spend less time renegotiating the same clauses and more time executing meetings, conferences and events. Here are three clauses that illustrate our effort to make meeting contracts more mutual:

INDEMNIFICATION

This clause shifts the risk of loss from one party to another, placing the risk on the party that causes the loss via their negligence. We often review contracts with one-sided indemnification clauses, but we believe in that old adage: If it’s good for the goose, it’s good for the gander! If one party asks the other party to indemnify it; then it’s only fair that the asking party be prepared to indemnify as well. Beware a party that won’t reciprocate the same things it requests of you.

1. Indemnification

Each party agrees to indemnify and hold harmless the other party and its employees, members, landlord, successors and assigns, from any claims, liabilities, losses, damages and expenses (including, without limitation, reasonable attorney’s fees) asserted against the other party and arising out of the indemnifying party’s negligence, willful misconduct and negligent performance of, or negligent failure to perform, any of its duties or obligations under this Agreement. The provisions of this indemnification are solely for the benefit of the parties hereto and not intended to create or grant any rights, contractual or otherwise, to any other person or entity.

A word of caution about indemnification clauses: They’re only as good as the money behind them, so ensure the indemnitor has sufficient financial assets and/or insurance in place to support the indemnification obligation.

FORCE MAJEURE

This clause is very complex, which makes it difficult to achieve true mutuality here. It excuses performance by the parties involved when that performance cannot occur due to no fault of the parties. The clause below likely favors the planner, but we believe it is fairer and more comprehensive than other clauses that place the advantage with the host. I advise hospitality clients to review this clause regularly, as unforeseen issues that interfere with performance can arise. Terrorist attacks, cyber warfare and pandemics are just a few examples of how this clause has evolved.

2. Force Majeure

Neither party shall be considered in default in performance of its obligations should its performance thereof be delayed or prevented by force majeure. Force majeure shall include hostilities, civil commotion or riots; strike or lockout; epidemic, pandemic, norovirus, accident, fire, flood, earthquake, windstorm or explosion; lack of or failure of transportation facilities; lack of or failure of power facilities, electronic viruses and/or worms, failure of website hosting servers; regulation, ordinance, or requirement by any government or governmental agency having or claiming to have jurisdiction over the subject matter of this Agreement or over the parties; or any act of God or of Government; or any cause, existing or future, which is beyond the reasonable control and without the fault or negligence of the parties.

AMERICANS WITH DISABILITIES ACT

This clause needs to be included so each party understands its respective obligations under this law. Once included, this clause becomes a simple matter of execution. Too often, however, parties fail to include this clause in a contract, and one or both parties violate the law while assuming the other party will handle compliance.

3. Americans with Disabilities Act

1. Hotel’s Responsibilities: The Hotel shall be fully responsible for compliance with the Americans with Disabilities Act of 1990, as it may be amended, and all the rules and regulations promulgated under it (the “ADA”) with respect to:

a. the Hotel’s policies, practices, procedures and eligibility requirements;
b. the provision of auxiliary aids and services in the Hotel, except; architectural, communications and transportation barriers in the Hotel, except barriers created by or within the control of the Group; and architectural, communications and transportation barriers in the Hotel, except barriers created by or within the control of the Group; and

i. in areas designated for the exclusive use or within the control of the Group or other third parties exclusively using areas of the Hotel including, without limitation, tenants, licensees and other groups (collectively “Third Party Users”); and
ii. aids and services required for the specific activities of the Group or other Third Party Users;

c. architectural, communications and transportation barriers in the Hotel, except barriers created by or within the control of the Group; and
d. the availability of wheelchair seating spaces in assembly areas, except to the extent that the Group exercises control or direction over the arrangement of seating in an assembly area.

2. Group’s Responsibilities: The Group shall be fully responsible for compliance with the ADA with respect to:
a. the policies, practices, procedures and eligibility criteria employed by:

i. the Group; and
ii. any person(s) other than the Hotel providing goods or services in connection with the Group’s use of or activities at the Hotel;

b. the provision of auxiliary aids and services: architectural, communication and transportation barriers created by or within the control of the Group; and architectural, communication and transportation barriers created by or within the control of the Group; and

i. in areas designated for the exclusive use or within the control of the Group; and
ii. required for the specific activities of the Group (as distinct from the activities of non-Group guests of the Hotel);

c. architectural, communication and transportation barriers created by or within the control of the Group; and
d. any wheelchair seating requirements, to the extent that the Group exercises control or direction over the arrangement of seating in an assembly area.

In today’s uncertain legal climate, clear mutual clauses that fairly allocate risk will go a long way towards avoiding litigation in the future. This will, in turn, create an environment that fosters a long-term relationship between the parties involved. C&IT

MGM’s Minus5 Ice Lounges creatively showcase corporate brands in ice, including Dell, Mini Cooper and Cisco.

It’s no secret that Las Vegas has a reputation for indulgence and excess. Yet as one of the most popular U.S. destinations for meetings and corporate events, Las Vegas also solidly, even ingeniously, supports business. How these two seemingly mutually exclusive aspects of the city come together is not just another confounding Las Vegas illusion. It’s reality.

“Las Vegas is the world’s premier meetings and events destination with an energy and excitement no other city can match,” says Rossi Ralenkotter, president and CEO of the Las Vegas Convention and Visitors Authority. “We host more than 22,000 meetings, trade shows and conventions a year, and the attendance of countless top executives and key decision-makers from around the world demonstrates that Las Vegas is a place where decisions are made and business happens.”

Kim Campbell, executive director and owner of Drive Production, a California-based event management company that oversees four to six events annually in Las Vegas for major corporations including Levi Strauss and Co., also points to the city’s multiple pro-business assets.

“Aside from the standard search criteria such as great air lift, low room rates, and convention and meeting space, the overall draw of Las Vegas and the city’s status as a mecca for amazing food and top-class entertainment make choosing Las Vegas an easy decision. There’s no shortage of amazing venues in Las Vegas,” Campbell notes, ”but it is the diversity of venues that draws Drive Production to promote Las Vegas as the destination for venue vetting. From large-scale options such as the Wynn and Bellagio to the outstanding service and boutique feel of the Forbes Four Star M Resort, you can offer your clients a plethora of options in one city.”

Planners certainly agree. For example, a meeting planner for a publisher in Florida recently described the  benefits that made Las Vegas a good choice for his company’s conference and expo.  He says that Las Vegas is a place where people want to go. Among the attributes he cites are the convenience of getting to the destination, the huge variety of stunning hotels and more than sufficient meeting spaces. Also, he specifically points out how professional the convention staff is in Las Vegas. He notes how the staff can anticipate a meeting planner’s needs even before the planner may realize it himself —  a big plus when staging huge, complex meetings and events.

The 4,004-room Aria Resort & Casino fit the bill for this planner who was more than pleased with the results as were his attendees. Even though this was their first time at Aria, he says the participants were charmed by the hotel, its staff and the meeting spaces, which resulted in greater attendance at the expo.

In fact, the hotel conference staff worked closely to provide the most efficient way to use the space. The planner especially liked Aria’s natural light from its three-story wall of windows, which he says brought a dynamic and vigorous vibe to his event. He says their faces brightened at the prospect of meeting in a sunny space instead of a dark and dreary ballroom.

Teaming Up to Deliver Extraordinary Events

Campbell depends on strong relationships with hotels to create extraordinary events for her clients, and M Resort has been an excellent business partner for her.

“While working with Levi Strauss and Co.,” she says, “we were searching for the right venue to excite and rejuvenate the retail staff, managers and regional managers. The M Resort offered the perfect combination of an upscale resort nestled a few miles away from The Strip. It was paramount to our client to create a first-class event for attendees while staying within the confines of an internal event budget, meaning no outside registration fees or revenue coming in to offset cost.“

When Intacct Advantage, a cloud financial management users conference, brought 1,200 attendees to M Resort last October, the hotel helped Campbell transform the pool deck into a Moroccan Bazaar ablaze with oranges and reds against the turquoise water, to say nothing of a live elephant on hand as an unusual photo op. Executive chef Michael Demers even created a custom Moroccan menu. That same pool deck became a full-on fashion show, complete with a catwalk, when Levi Strauss attendees gathered there.

When Levi Strauss’ Field Leadership Conference comes to Las Vegas this fall, it will be Drive Production’s fifth event at M Resort, a hotel Campbell recommends to planners without hesitation. Well, almost. “It’s such a special place, I want to keep it all for myself,” she says, “but of course I would recommend it. The main reason the M stands out really comes down to outstanding customer service.”

She offers an example: “During a recent event at the M Resort we had a C-level attendee with severe food allergies,” Campbell says. “The hotel briefed one of its senior banquet servers, and he shadowed this VIP for the entire event — breakfast, lunch and dinner for three days — personally serving him each meal to ensure utmost caution. During another event we had BEOs for a four-hour open bar. However, the client had a presentation that kept attendees in their seats for 90 minutes of that time. The M proactively adjusted our bar tab based on the program and our attendees’ inability to have drinks during the event presentations. This, you can imagine, saved the client a great deal of money and is a great example of outstanding customer service.”

For Tami Hance, senior vice president of Destinations by Design, a Las Vegas destination management and event services company, partnering with a great team is critical to success. She has a long relationship with Caesars, for example, where she set the “unexpected” pharmaceutical event. “This isn’t your parents’ Caesars Palace anymore,” she says. “It’s relevant, hip and a ‘must do’ on any visit.” And she says that because the convention team is empowered to make decisions, things happen.

“Caesars Palace has long been associated with making dreams come true. Need a pool party at the Garden of the Gods for several thousand with 90 minutes of setup time? They do it every day. One of my favorite events to execute,” she says, “is the Taste of Caesars event where their catering team works with the hotel’s restaurants and celebrity chefs to create a restaurant-style event. Using the Mesa Grill, Gordon Ramsay and Nobu brands, the catering team creates a unique menu, and Destinations by Design creates themed food-station décor and signage to match the menu. Where else can you enjoy three celebrity chefs all in one venue at a corporate event?”

Hance praises Caesars Palace as a hotel that understands a meeting and its needs. “The meeting space is bright and easy to get to, and some hotel towers have elevator access right into the convention area so guests can go from their room to their meeting in a few minutes.”

Leveraging a Destination ‘Where Anything Can Happen’

For Hance, the city’s reputation as the epicenter of high-energy entertainment where absolutely anything can happen helps make meetings here successful — and easier to market.

“Las Vegas is a brand that evokes emotion, excitement and the thrill of something unexpected,” Hance says. “When corporate executives select Las Vegas as their meeting destination, the majority of the marketing and brand awareness is already created for them. Participants are immediately intrigued, whether it’s their first time or their 10th time. Every Las Vegas experience is a different one because the city continues to evolve — there is always something new to do.”

And the city’s Vegas Means Business campaign is more than a few well-chosen words. It’s backed by action and infrastructure. “The city’s first-class service, state-of-the-art meeting space and ‘whatever it takes’ attitude create a recipe for a successful meeting over and over again,” Hance says. “We get things done, and we do them efficiently and professionally.”

Precisely because anything can and does happen in Las Vegas, not all of it is conducive to business, says Tom Hillmer, senior vice president and account executive with Creative Group Inc., a Buffalo Grove, Illinois, firm, which manages 500-plus programs per year for more than 90 corporate clients. Yet meeting professionals know how to downplay that and how to take the anything-goes vibe and tweak it into something that works brilliantly for corporate and incentive clients.

“That’s the beauty of Las Vegas,” Hillmer says. “You can play off the decadence of the destination or completely downplay it, especially within the professional environment of most hotel meeting facilities. In fact, while convention space in the hotels might be finished to reflect a property’s individual architectural themes, function space throughout the city is generally quite conservative. This makes these facilities the perfect backdrop for getting down to business.”

For those who want to take it up a few notches, there are unlimited opportunities to do that, too. Hillmer points to such only-in-Las-Vegas experiences as the new High Roller, the 550-foot tall observation wheel — the world’s largest — that gives business and incentive groups a thrill and a place to hold a catered reception for 40 high above the city.

Playing on Las Vegas’ anything-can-happen reputation, Hance and her team created a deceptively simple theme around “expect the unexpected” for a pharmaceutical event at Caesars. “We started the evening with dessert first. During cocktails, the guests enjoyed passed chocolate-covered strawberries, truffles and other sweet treats. They then moved to their sit-down dinner of salad, a surf-and-turf entrée and a fruit-and-cheese plate as the last course. That fun detail didn’t cost anything extra, and it was the talk of the conference.

“Décor also matched the theme with rectangular dining tables with cloud graphics and ceiling décor consisting of wheat grass chandeliers and hanging floral. Entertainment was a female, electric violist quartet positioned around the room on wireless in-ear monitors. Throughout the evening they would move from their locations, playing their unique strings to track music from Elton John to Aerosmith; these girls were certainly unexpected!”

One easy way to downplay the city’s racy vibe, Hillmer says, is to meet off The Strip. “Properties such as Red Rock Resort, M Resort and Green Valley Ranch provide outstanding settings for successful business meetings, especially for that client who wants to take advantage of what the destination offers but prefers a more secluded, intimate, upscale resort setting. All three hotels have excellent meeting space and accommodations, and clients whose programs are in the 100- to 500-person range can be the primary focus of these resorts vs. the larger convention settings of many Strip hotels where numerous groups may be happening at one time.”

Little tweaking is needed for incentive programs, something Las Vegas is especially suited for. “Incentives are a reward and need to reflect a sense of being worth the effort it took to earn them,” Hillmer says. “The goal is to design a program that gives participants an opportunity to experience a destination in a way they could never experience it on their own. For instance, we picked up one group at their Strip hotel and took them off-Strip to a beautiful location for dinner with the Red Rock formations as backdrop. After dinner, we had the group come to the top of the parking garage where one by one, helicopters landed, picked up six participants at a time and took them back to The Strip via a nighttime helicopter tour of the city. It was an experience many of those folks are still talking about a number of years later.”

Hillmer adds, “Las Vegas is a place most people enjoy visiting, largely because of the dynamic, always-changing atmosphere of the city. When your destination can be a significant factor in driving your attendance, it follows that you will be even more successful in achieving your business objectives by having a meeting there.”

Spectacular and Inventive Branding

At first glance it might seem that incorporating branding into a Las Vegas meeting would be challenging given the city’s propensity for excess, an anathema to corporate bottom lines. But there are many who say it’s precisely this wild side of Las Vegas that makes it easy for convention and catering teams to be so creative. Seriously, they’ll try anything.

At Mandalay Bay, part of the MGM collection of properties, the beach is a super popular venue accommodating up to 6,000 attendees. The resort’s team came up with a “shoe check” at the beach as a way to put an unusual stamp on branding. As corporate guests arrive, they check their shoes and receive a pair of flip-flops with their company’s logo set into the sole. With each step, they boldly imprint that logo into the sand.

The team has also placed logo slicks on the bottom of the wave pool, and covered the pool with a floating Plexiglas dance floor on which logo and brand colors are emblazoned via a state-of-the-art lighting system. That same lighting can be used to project a logo onto the venue’s waterfalls, and on mist walls that guests actually walk through. Additionally, the beach area supports laser shows and fireworks, which can incorporate logos and brand colors to dramatic effect. Items such as beach towels, fans and drinks created to showcase brand colors all can be utilized to extend logo and branding elements.

Minus5 Ice Lounge, another MGM venue, has two locations, one at Monte Carlo and the other at The Shoppes at Mandalay Palace. Both feature ice couches, an ice bar, ice sculptures and other icy architectural elements, all in an environment at a constant minus five degrees Celsius (23 degrees Fahrenheit). How can ice showcase branding? There’s no end of cool ways. Mattel froze its 2015 Hot Wheels and Barbie Camper, not yet out in stores. Cisco had logo ice sculptures, as did Dell Computers, which placed its notebook alongside ice sculptures to convey durability. Mini Cooper created a life-size ice Mini in which parka-clad attendees could pose for photos, and Olympus froze its cameras to demonstrate just how tough they are.

Campbell praises M Resort for its willingness to go all out on branding. “They allowed us to take over the entire conference level and incorporate branding in a way no other property has in my 20 years in events,” she says. “From the front entry welcome vinyl on the large glass doors above the main doors to the hotel to branded cocktail napkins in all the outlets and custom-made chocolate displays incorporating sponsor logos, we washed the M with every branding idea we could think of.”

M Resort has plenty of creative branding experience. When Cisco held an event with 8,500 attendees at the Villagio del Sole pool, each arriving guest was given a sequined hat with a round Cisco emblem attached. As darkness descended, the group was asked to pull the tab on their hats. Instantaneously, thousands of Cisco emblems blinked throughout the pool area, lighting up the sequined hats to incredible effect. The emblems continued to sparkle as the band Train took to the pool stage, and senior management and VIP guests saw it all from high above in Ravello Lounge, the group’s VIP viewing area.

Custom App Engagement

To get a competitive edge, many businesses also utilize apps, social media and other aspects of technology to drive engagement among attendees and clients before, during and after meetings.

At Mandalay Bay, companies can integrate technology into real-time events with such spectacular elements as Twitter feeds appearing on huge balloons above the stage. Some companies engage attendees by giving them input into a conference, for example asking them to log into an app and vote for what will be served at the reception. Or they can log in after to vote on the elements of the conference they liked best. When attendees use apps, companies can easily push through schedule changes before or during the conference as well as make announcements about sales initiatives or other business.

In October, a large computer company will bring 12,000 attendees to Mandalay Bay, and the hotel is already working on its part of the app experience, which will come down to a beer vs. wine vote. The hotel’s sommelier and beer Cicerone (certified beer expert) are creating pairings for the reception. Stay tuned to see which libation wins.

Unique Entertainment

Groups meeting in Las Vegas appreciate the endless options for recreation and unique entertainment available on The Strip and beyond. A full-service incentive company based in the South plans several meetings a year in Las Vegas, especially for large groups. Recently, they arranged for a three-day meeting at The Venetian/The Palazzo. The long list of unique entertainment options in Las Vegas was, as usual, a big attraction for the group of nearly 1,000 participants.

As an aside, the planner notes that other destinations require a great deal more planning of activities, especially with large groups that need to be moved from one activity to another. One valuable benefit of meeting in Las Vegas is that attendees can find hundreds of entertainment options to experience on their own. These options usually don’t require special transportation allowing companies to save on those hefty costs.

The plentiful meeting space and entertainment options at the The Venetian/The Palazzo also were a plus.  Attendees were wowed by a special performance of The Blue Man Group during their opening session, which prompted many meeting-goers to attend the group’s extraordinary performance during their own time. The group also held a welcome reception at the property’s Lagasse Stadium, a 24,000-sf restaurant and sports bar featuring Chef Emeril Lagasse’s cuisine, more than 100 HDTVs, plush stadium-style seats and luxury boxes.

The Beatles LOVE by Cirque du Soleil is still going strong at Mirage Las Vegas as is Terry Fator, one of the most successful headliners on The Strip, who captures the hearts and funny bones of audiences from around the world with Terry Fator: The Voice of Entertainment live at The Mirage. Backed by a live band, Fator wows audiences nightly with singing, comedy and unparalleled celebrity impressions.

Caesars Entertainment’s The Linq, an open-air shopping, dining and entertainment district, offers something new for attendees who regularly meet in Las Vegas. Home to the Las Vegas High Roller observation wheel, the Linq features more than 30 unique retail, dining and entertainment venues and plays host to a variety of special events, festivals and more.

Unique Venues Galore

The Keep Memory Alive event center is located in downtown Las Vegas at the Lou Ruvo Center for Brain Health. The venue was designed by famed architect Frank Geary and features a dramatic, undulating exterior made of stainless steel. The venue can accommodate 400 for a sit-down event or up to 700 guests for a reception.

The Mob Museum, which is located in the old courthouse, is an interactive museum dedicated to the history of organized crime and law enforcement, and offers a variety of spaces for private events. The entire museum also is available for a buyout.

The Rio All-Suite Hotel and Casino, a Caesars Entertainment property, features Palazzo suites which are suitable for hospitality events. The Palazzo suites are located in their own tower at the Rio and range from 3,900 to 13,950 sf.

The Penn & Teller Theater at the Rio is also an option for a general session, which can be a welcome change from a hotel ballroom. Many of the theater space in Las Vegas would work for this type of event as they are not used during the day and a few nights as well.

The Linq also sports a new 80,000-sf concert and event venue called the Brooklyn Bowl, which includes a rooftop area.

Still fairly new on the nightlife scene is MGM Grand Hotel & Casino’s Hakkasan, a five-level space that offers a variety of environments, including the restaurant, private dining room, Ling Ling level, main nightclub, pavilion and mezzanine.

Hakkasan Group acquired Pure Nightclub inside Caesars Palace. The nightclub will undergo a total remodel that will be completed in early 2015.

Making a splash last June was the debut of the Seascape Ballroom within Shark Reef Aquarium at Mandalay Bay. Planners can hold intimate receptions, sit-down dinners and board meetings here, with an animated backdrop of swimming sharks and other marine life in the 1.3-million-gallon exhibit.

The newly renovated Tropicana Las Vegas – a DoubleTree by Hilton added two new event venues: the Havana Room and the outdoor Beach Club.

The very hip 634-room Downtown Grand hotel, which opened its doors in December in a location convenient to the Freemont Street Experience, features a rooftop venue called Picnic, which can host private events for up to 1,500 guests.

Something Old, Something New

In Las Vegas, constant change is the new status quo.

Silk Road at Vdara reopened in October as a reimagined 6,500-sf meeting and event space for cocktail receptions, board meetings, corporate banquets and other intimate gatherings. And Delano Las Vegas, a non-smoking, 1,100-suite boutique hotel, soon opens at the Mandalay Bay Resort complex in the space previously occupied by THEhotel. Reservations are now accepted for Sept. 1 and beyond.

The VooDoo Zip Line is open at Rio All-Suite Hotel & Casino, allowing non-acrophobic revelers to zip at 33 mph from the patio of VooDoo Steakhouse on the 50th floor of the Masquerade Tower to the adjoining 20-story Ipanema Tower. And channeling the nostalgia of a 1950s-era pool oasis, Picnic at Downtown Grand Las Vegas Hotel & Casino is now open, providing a setting for live entertainment and film screenings, among other events.

Green Valley Ranch Resort in Henderson, Nevada, will receive $20 million in upgrades over the next year, including four new restaurant and bar concepts.

When SLS Las Vegas Hotel & Casino finally opens Labor Day weekend, it will include Foxtail, a lounge-nightclub-pool concept fusing elements of music, art and fashion.

The three-level Mandalay Bay Convention Center currently offers 1.7 million sf of event space, and it recently unveiled plans to expand the facility to more than 2 million sf. Plans call for the addition of more than 350,000 sf of exhibit space, as well as underground parking and additional carpeted ballroom space. Construction on the $66 million project is scheduled to begin in the fall, and the new exhibit space is expected to be available in late summer 2015.

The new 20,000-seat indoor sports and entertainment arena, which is a joint venture between AEG and MGM Resorts International will be located between the New York-New York Hotel & Casino and Monte Carlo Resort and Casino on the Las Vegas Strip, is expected to open in 2016. It will be part of an eight-acre dining and entertainment district called The Park, a landscaped area that is being designed to create an interactive neighborhood environment. The project also is scheduled to open in 2016.

Both resorts are undergoing significant transformations of their Strip-facing experiences into plaza environments featuring casual eateries, bars, restaurants and retail destinations that will ultimately lead to The Park. Restaurants at Monte Carlo’s new entryway include the Double Barrel, a 12,000-sf roadhouse restaurant; Yusho, with authentic Japanese street food by celebrated chef Matthias Merges; and 800 Degrees Neapolitan Pizzeria.

In response to guests’ growing interest in health and wellness, MGM Grand Hotel & Casino recently expanded its Stay Well collection. Encompassing the hotel’s entire 14th floor, the collection now includes 171 rooms and suites, all offering health and wellness features such as a vitamin C-infused shower, air purifier, dawn-simulating alarm clock and healthy menu options. Guests also have access to the Stay Well lounge, an exclusive area for registration and relaxation.

The Sands Expo and Convention Center, which offers 2.25 million sf of exhibit and meeting space, as well as direct connections to more than 7,000 suites at The Venetian and The Palazzo, recently completed a $37 million renovation that included remodeling the lobby and adding escalators, new carpeting, Wi-Fi hotspots and food outlets. And, the “Panda!” show has made its world premiere at The Venetian and The Palazzo. It features a combination of acrobatics, martial arts, music and dance from the China National Acro­batic Troupe.

Caesars Entertainment announced The Linq Hotel & Casino as the latest addition to its portfolio of Las Vegas resorts. Located at the heart of The Strip at on Las Vegas Boulevard, the Linq Hotel & Casino is a complete re-imagination of the current Quad Resort & Casino. The hotel will feature 2,256 brand new rooms and suites, a completely renovated welcome experience built around a signature lobby bar, all new retail and spa amenities and a dynamic new pool deck. The hotel is scheduled to open October 2014.

The Regional Transportation Commission of Southern Nevada (RTC) has launched RideTheStrip.com, a website geared specifically to tourists visiting or planning to travel to Las Vegas. The easy-to-use site provides a one-stop online resource for accessing information on the RTC’s transit routes along The Strip and transit services to and from McCarran International Airport and the Las Vegas Convention Center.

A popular tourist attraction for its double-decker views of the Las Vegas Strip, the Deuce on the Strip makes frequent stops along the Resort Corridor, minimizing walking distances. Carrying more than 28,000 passengers each weekday, it travels between the Mandalay Bay to the south and downtown Las Vegas at Fremont Street to the north.

Always a Great Value

Undoubtedly, Las Vegas will continue to transform itself in its inimitable style, but a gifted ability to successfully mix business and pleasure will always be part of its story.

And the city’s bottom line value will, too.

“Given its extensive inventory of hotel and meeting accommodations, from a cost perspective, Las Vegas is always one of the greatest financial values there is,” asserts Hillmer. “The high quality of the hotels, room product, food-and-beverage experiences and meeting venues, all at the competitive prices at which one can access them, make Las Vegas an outstanding destination choice for ensuring maximum return on investment of hosting a meeting.” C&IT

The execution of every corporate meeting affects the organization’s overall budget and involves the company in legal obligations via supplier contracts. In those respects, every meeting has company-wide stakeholders, well beyond the department that “owns” the meeting. A strategic meetings management program (SMMP) acknowledges the stake that the entire company has in meetings. An SMMP’s mission, defined by the Global Business Travel Association, is enterprise-wide management of meeting-related processes, spend, volumes, standards and suppliers to achieve quantitative cost-savings, risk mitigation and superior service.

Not only does an SMMP acknowledge that there is a spectrum of stakeholders for each meeting, it also creates a “melting pot” of stakeholders in the sense that all departments become involved in establishing and upholding the program.

The SMMP “touches a lot of people,” in the words of Melissa Nahama, director, SMM solutions, business analytics and program management, Carlson Wagonlit Travel Meetings & Events. And they all have their own perspectives on the SMMP’s value, based on their individual values and priorities. “What is valuable or important about an SMMP can be defined differently depending on what role you play in the organization and the role that you play in meetings,” she maintains. “Whether procurement, finance, sales, R&D or the C-suite, whether the meeting planner, meeting attendee or the meeting owner, a person will look at the value through the prism from which they come.”

C-Suite Support

Naturally, senior leaders’ perspective on the program is of primary importance; one wants to understand the value they see in SMM in order to deliver that value. “The things we find most critical to the success of an SMMP is that you have senior leadership approval and support, and even a named champion at that level, whether it’s the CFO or the CPO or COO,” Nahama notes.

According to Nancy Teresa, travel and event planning manager for Nestlé’s North America Procurement organization, the C-suite finds SMM especially valuable in terms of data collection for the “meetings that are taking place as well as it provides visibility to risk management. Nestlé Event Planning works closely with the legal team to ensure that all Nestlé’s contractual requirements are incorporated into the contract prior to signature.”

Nahama concurs, “The great value for the C-suite is they have some assurance that meetings are being managed holistically. It is critical to them that they are mitigating risk and that there is oversight.”

Meetings Spend

The most obvious form of oversight and control that SMM provides is in terms of meetings-related spend, and some planners cite that aspect as being top-of-mind for C-level executives. Two years ago, Susan Dupart, senior director, global travel, corporate card and meetings at Santa Clara, California-based McAfee, began to research ways to centralize meeting spend for the company. “We had a situation where I was asked what our spend was for meetings,” she recalls. “I now have the ability to give executives data that we didn’t have before.”

Lee Ann Adams Mikeman, director, conference planning and special events at Reston, Virginia-based Leidos, a national security, health and engineering company, adds that the spend data improves the ROI assessment for meetings. “Because of our SMM, we’ve been able to assist in demonstrating return on investment through our event technology surveying capability. We can measure attendee experiences and satisfaction through technology reporting and compare that information to our spend data,” Mikeman explains. “If you can quantify attendee satisfaction to senior leadership, that’s a huge value add for your SMMP.”

Procurement

In general, procurement tends to see the same value in SMM as C-level executives do, namely risk management and spend control, but their perspective on the program is based on more hands-on involvement with supplier relations, including payment and contracting. “The discussion with procurement centered around managing the contracting process to mitigate risk and facilitating supplier payments,” Mikeman relates, “Efficient supplier payments on the front end resulted in rebates from the bank on the back end that offset SMMP costs. Those rebates along with the savings the program generated through leveraged spend with preferred suppliers and favorable contract terms were top priorities for procurement. Prior to the creation of our SMMP in 2004, procurement had witnessed unauthorized staff signing supplier contracts that included less than favorable terms surrounding cancellation, indemnification, attrition and insurance. Our SMMP managed that risk and provided visibility to meeting owners so they could make informed decisions. We also developed contract addenda with outside counsel for hotels, special event suppliers and sponsorships to ensure we had the best possible terms in place for our meetings and events.”

Sales and Marketing

Mikeman also had discussions about SMM with communications and marketing, and those representatives saw its potential to uphold and promote the company image through events that were properly conducted in terms of supplier sourcing, contract negotiation and branding. “It has really helped having a program in place that assures professionalism across all of the meetings and events the company executes; that’s a big one for our communications and marketing team, as well as our branding and community outreach efforts”

And assuming that an SMMP ultimately saves money on meetings, more funds are (theoretically) available to create a meeting with a stronger message to attendees, a benefit that appeals to marketing reps. “I think that very often, people in sales and marketing view (an SMMP as being about) cost cutting, and that’s why they tend to shy away from it. But you can demonstrate to them that you can save them money through a very well-organized approach to sourcing, negotiation and contracting,” Nahama explains.

“And by saving dollars in that respect, you can funnel money back into the system for them to use in other ways that hopefully will better support their customers. That can mean having a longer meeting, or one that has more money to spend on content production or potentially guest speakers that can drive a more impactful message. To (marketing reps), the value really is in producing the best meeting possible, and so the trick is to get them to understand that the SMMP as a whole will enable them to do that.”

Bringing All Stakeholders to the Table

The meeting planner is often the catalyst for an SMMP and thus involved in making a case for it to the various stakeholders. But an argument for the program will stand a better chance of success if it is predicated on an understanding of what each stakeholder would find most appealing about enterprise-wide oversight of meetings. The job of the planner (or whoever is in fact the program’s catalyst) “is to make sure they take all the views, objectives, and desires of all the different stakeholders and try to bring them together and have them work cohesively,” says Nahama. The idea is “to make sure everybody has a seat at the table. It’s not that everybody gets their way or that you can please everybody all of the time, but you can make sure people have a clear understanding of what the program’s goals are and what needs to be accomplished. They have a sense that they’re being included in the process, and therefore you can move things forward much more easily.”

It’s also important to stress that an SMMP’s goal is not to take away each department’s control of its own meetings, such that individual departments will no longer make decisions about strategy, objective and content. As Dupart clarified to stakeholders toward establishing McAfee’s SMMP, “ultimately you’re still the meeting owner. The only things we’re taking out of your hands are the sourcing and the contractual piece. And because we’re doing that, it protects you as a meeting owner because you then can be assured that the correct terms and conditions have been agreed upon.”

Enlisting Input

The “melting pot” approach not only applies to the establishment of an SMMP; it also can be taken with regard to the planning of an individual meeting that is of particular significance to the company. Provided they have the time and interest, stakeholders apart from the meeting owner often can helpfully weigh in on the event’s conceptualization and design.

“We try to get people to be more collaborative around the objectives of the meeting and whether they are in line with the business objectives of the organization,” says Nahama. “So if, for example, an organization is in a growth year, then you may choose to do a meeting in a very different way. It may be more celebratory and upbeat. However, if you’re in a cost-cutting year, you want to make sure that the design of your meeting (sends that message).”

Meetings About Meetings

Some organizations achieve this collaboration through “meetings about meetings” or planning committees.

The planning committees for Leidos’ major meetings “usually involve a big cross-section of the company, representatives from many of our functional areas, and that helps us make sure we’re engaging properly and covering all of our bases,” Mikeman says. The various representatives typically include “our communications organization, a senior leader, our security team, somebody who’s representing the technology component and procurement at times, depending on how much supplier spend (the meeting entails). It’s usually a good approach because we see things from multiple perspectives, which strengthens the program overall. We have to stay organized during every planning meeting to be effective (maintain task time lines, action items and agendas).”

Adds Teresa, “Our host looks to us to be the experts in sourcing and negotiating their meeting for them and ensure our policies and procedures are incorporated. By engaging the SMM team early in the process, we are better able to influence the decisions and promote use of our preferred suppliers, leverage our spend and provide logistical guidance when needed. By working together in this manner, we can save the hosts both time and effort in securing a contract.”

Attendees as Stakeholders

The melting pot can, and arguably should also include attendees themselves; after all, they are stakeholders in the meeting insofar as they are investing their time. “It’s really important to engage the attendees around your business and meeting objectives, and that doesn’t necessarily have to take place after a meeting, which is the traditional way that planners survey their attendees,” says Nahama.

“If you want a return on your objective, not just your investment, you should really be engaging with your attendees before, during and after, and there are multiple ways to do that, including surveys, focus groups and social media. Focus groups could target attendees from different generations, levels of experience or vertical markets, and you would want to make sure that you have a broad-based understanding of the people who attend your meeting and what are the ways that they seek to get information and what helps them retain it.”

Feedback from attendees might reveal, for example, the best means to deliver information about the company’s financials or future direction at the annual meeting: who should make these presentations, and what kind of presentation would the audience find most compelling? When attendee feedback suggests answers to such questions, attendees effectively gain a seat on the planning committee. To put it more colorfully, they become yet another vital ingredient in the melting pot. C&IT

There are countless articles written about fun corporate environments — those offices with pool tables, beanbag chairs and popcorn machines. The benefits include improved employee morale and even increased productivity. While this trend continues to rise in the corporate setting, there is also a movement to infuse some fun into the conference or meeting working environment as well. Many meeting and event planners have successfully experimented with the use of innovative room setup and furniture options to create unique and effective meeting environments that differ from the traditional conference-style seating that can leave attendees yawning. Key considerations for determining seating include understanding the objective and tone of the meeting as well as space requirements.

Planning for Success

No different than any other element of a conference or meeting, planning is key to successfully determining seating arrangements. In most cases, sessions are outlined and the venue is chosen before any thought is given to the seating arrangements. If you want to do something unique with seating, it is recommended that you think about your seating plan in advance so that you can select a space that will accommodate your preferred seating style. When venues are chosen before seating arrangements are considered, planners are restricted with the types of seating and space layout they can incorporate into their meeting.

Evaluate space requirements for your ideal seating plan, consider the tone of your meeting and the needs of your attendees — will they need to take notes, refer to material in binders or work on a computer?

A meeting that focuses on educating attendees, for example, may work best with traditional banquet tables to provide ample space for taking notes and accommodating food service. In contrast, a meeting more casual in nature could use a traditional seating plan with contemporary lounge chairs, sofas and small tables.

Once you have selected a seating style that complements your meeting or event, you will need to choose your venue location.

Comfort is key, but be mindful of budget and space restrictions. You will need to understand the space requirements so you can determine if the room will accommodate your preferred seating plan. If at all possible, select a venue that offers a variety of seating options. Don’t be afraid to mix it up and try different arrangements in various areas of the space.

Case in point is a corporate entity that sought to offer a unique experience for a leadership meeting in a hotel ballroom. Seating for 100 participants was required for the main session, and the meeting planner sought a professional, yet casual, environment. Attendees needed comfortable seats for the long meetings with good sightlines to the stage and screens, which were required to remain at the front of the space. To meet these needs, sofas were placed in the first two rows in front of the stage with coffee tables accessible for functionality. Groupings of armchairs with coffee tables and standard banquet rounds were used in the next few rows to accommodate additional casual seating and traditional options. Finally, bar-height tables and bar stools lined the back of the room, allowing guests to choose their location based on their comfort level (see photo above).

In addition to considering the actual space where the meeting will take place, identify potential networking or lounge spaces. For example, modern and patio lounge furniture is a great way to generate interest and comfort. This type of furniture can be incorporated into exhibit space, near registration, or even in the conference hall in order to keep attendees engaged outside the meeting room.

A New Twist on Traditional

Events that are best suited to stay in a traditional framework offer several options and variety, such as banquet rounds with eight to 10 chairs, high cocktail tables for a reception-style gathering, or café/low cocktail tables with four to five chairs at each table. In order to be successful with these types of environments, offer diverse seating options and gathering spots throughout the event to vary the experience. For instance, you can use lounge seating in a variety of arrangements and incorporate different colors, shapes and sizes. And remember, position lounge furniture closest to the stage, placing your standard-height tables and chairs, followed by higher tables and stools farthest from the stage. Not only will this give attendees plenty of options and add a fun element to their experience, but it will allow for the best sightlines for all guests.

In some cases, you may opt for a more traditional theater or classroom arrangement with rows of chairs and/or tables. However, even this traditional scenario has room for creativity. To improve the ambience, consider incorporating lounge furniture such as sofas, armchairs, coffee tables and side tables at the side of the room. Be sure to include room in the aisles for attendees to move around. Bar- or counter-height tables and stools also can provide a comfortable seating option, and you can add this to a tiered seating plan to vary the height and line of sight for attendees.

Another twist on the old standard is to arrange your banquet tables as crescent rounds with the chairs positioned around most of the tables, leaving the front open. Or, consider renting 60-inch square tables or rectangle banquet tables and vary the shape and size of each table to alter the atmosphere of the event. Square tables can seat two chairs per side and a total of eight chairs per table, while rectangular tables can sit six to eight guests per table. Bar tables also can accommodate larger groups in a comfortable style of seating. Intersperse bar stools and high-back chairs around each table to maximize the available options, or allow guests to stand around tables if they choose. Keep in mind that the visual sightlines to the stage and screens always should be considered for meetings. It is important to consider the experience of each attendee in every seat, from every angle.

Even planning a seated dinner for a large group can lend the opportunity for a unique environment. Consider a recent annual corporate sales meeting with 600 attendees, comprised of regional/district teams of 12–16 individuals each. The meeting planner wanted to emphasize the importance of the team sitting together during the dinner and awards presentation. Because traditional round banquet tables accommodating 10 people each would not be enough to keep the teams seated together, a combination of rectangular six- and eight-foot banquet tables were used in long rows. Although the seating arrangement required more space, the chosen venue provided ample space and allowed groups to sit together as cohesive units, while enhancing the spirit of the evening event.

Take a Seat

With your objectives outlined and ideas generated in terms of how you want attendees to interact with each other as well as engage in the meeting or event, the next step is to meet with an event management company and/or hotel staff to brainstorm ideas. Working with experienced professionals will be of benefit as they can share what has worked and not worked for other similar meetings. These best practices also help minimize any issues with a room design that may look amazing, yet not function well in terms of attendee needs and comfort. Giving thought to the seating early in the planning process will result in greater success. C&IT

Andrea Hansen is director of event services for metroConnections. With offices in Minnesota and Florida, metroConnections translates business goals and key messages into informative and memorable events that engage, inspire and move attendees. www.metroconnections.com

Goviva! helps planners deliver memorable sports experiences, such as this autographed souvenir from a Super Bowl trip. Credit: Goviva!

 Although not as well-known as the classic incentive trip to Mexico or Hawaii, programs built around a major sporting event such as The Super Bowl, the Masters golf tournament, the U.S. Open golf tournament or the NCAA Final Four basketball games have a powerful appeal and generate exceptional results for the companies that do them.

And no matter the sports event, there is a common denominator in terms of its motivational appeal, says Robert Tuchman, president of New York-based Goviva!, one of the specialized companies that helps planners deliver phenomenal sports-related experiences.

“The main thing sports incentives do is play on people’s passions,” says Tuchman, who has been thrilling planners and their attendees since 1996. “There’s nothing bigger than sports and how people follow their teams. Sports is the biggest hobby most people have. So that means they work very well as incentives, because incentive programs have to promise something your target audience really wants. And major sports events are also unique enough that for most people they represent a once-in-a-lifetime experience.”

Goviva! creates programs for both internal and external employees, as well as vendors and customers. “But most of the time, these programs are for independent contractors and customers,” Tuchman says. The reason? “The performance and loyalty of those kinds of people goes directly to a company’s bottom line.”

Although Tuchman and his major competitors have all done sports incentive programs for large groups, he says the optimal group size is 20–40 participants. “That’s because it’s going to be a more intimate experience, and with a group that size, there are just more things you can do as part of the overall experience before, during and after the sports event.”

The competitive cost of a sports program versus a luxury program to an A-list destination such as Mexico or Hawaii often surprises planners, says Patrick Glass, president of Knoxville, Tennessee-based Glass Entertainment Management, another leading provider of sports event planning services.

In terms of cost, the Super Bowl and the Masters are the top-of-the-line events, with the former typically costing about $5,300 per person and the latter costing about $3,900–4,500 person for the weekend tournament round. A practice round at the Masters costs about $1,800–2,200 per person, Glass says. Planners on smaller budgets can take a group to a NASCAR event in Las Vegas for as little as $300–600 per person, he says. Those prices include hotel rooms, food, entertainment and event tickets. They do not include airfare.

The Super Bowl Is King

Although there is an almost endless list of sports events in the U.S. and around the world that can serve as the basis for a major incentive program, the Super Bowl has always been and will always be the gold standard.

“The Super Bowl is the most watched sporting event in the world,” says Adria Manente, event and trade show manager at Stamford, Connecticut-based Icon International Inc., a  major corporate barter company that has been taking groups of 35–40 C-suite level customer executives to the big game since 2006. “And the experience of going to the Super Bowl is just not accessible to the average person,” she says.

Late last year, she notes, media reports exposed the fact that a shockingly tiny percentage of tickets is available to the general public, with virtually all of them controlled by the NFL, teams and corporate sponsors.

Icon International uses the Super Bowl experience as a way of saying “thank you” to its best clients, Manente says. Qualification is based on the volume of business done with the company during the incentive program.

Israel Pagan Jr., a business consultant and independent meeting and event planner based in Ft. Lauderdale, Florida, has worked with Goviva! for years to use sports incentives on behalf of his technology clients, including Citrix Systems, Star Computer Group and Riverbed.

He agrees with Manente that the Super Bowl and more intimate but equally prestigious events such as the Masters have a unique appeal. “It’s a matter of the energy at events like the Super Bowl and Masters,” Pagan says. “No matter what you do for a typical incentive program to a place like Mexico, you’re just not going to get that kind of energy. It’s unique to events like the Super Bowl.”

In the software industry, where most of Pagan’s clients have been, at senior levels — whether that means an internal employee or an external vendor such as an IT reseller — “people are pretty wealthy,” he says. “And if it’s just a matter of a nice trip to Mexico or Hawaii, that’s something they can easily buy on their own and do alone. So they’re not going to be very excited about that. So it’s not much of an incentive. But giving them a unique experience like going to the Super Bowl or the Masters is something they dream about — and that they can’t do on their own, no matter how much money they have. They don’t have the contacts and connections to pull off something like that. And that means they know going to a major sporting event will give them something they can’t get on their own. And that’s a powerful motivator.”

The most important thing to keep in mind, Pagan says, is that the ticket to the game is not the prize. “To do this well, you don’t say to people, ‘You’re going to win a ticket to the Super Bowl,’ ” he says. “You have to create an all-inclusive package, a totally immersive experience. For example, I’ve done private dinner events the night before the game with members of the NFL Hall of Fame. That’s something people will remember forever.”

For another Super Bowl, Pagan’s attendees were the only outside group that had access to a huge private party hosted by Maxim magazine. “We literally walked the red carpet at the event and actually made it into the magazine as VIP attendees,” he says. “And for all of that, we were elbow-to-elbow with a whole bunch of famous actors, actresses and sports stars. It was one of the most fabulous VIP experiences I’ve ever had in my life. People were still talking about it several years later.”

Hiring a Pro

Precisely because a trip to the Super Bowl, the Masters or the U.S. Open is indeed a unique experience very few people — or meeting planners — could arrange on their own, it’s vitally important to work with an expert vendor with the connections to pull it off.

Says Pagan, “Bob Tuchman and his team make me look like a rock star. They do whatever it takes to make your event special and successful. They always go above and beyond the call of duty.”

Manente has a long-standing relationship with Charlotte, North Carolina-based QuintEvents.

“We work with Quint to make the experience as good as it can possibly be,” Manente says. “For example, they always get us the best seats. When we were at the last (Super Bowl) held in the Super Dome in New Orleans, we were five rows up from the sidelines. So our clients always feel like they are getting real VIP treatment, and they have a great time.”

The overall experience created by QuintEvents includes hospitality activities hosted before the game and an on-field experience after the game for the awarding of the trophies.

“So it really is a chance of a lifetime experience, even for C-suite executives,” Manente says. “I love doing it just because I love to watch their faces as they have the experience. They’re just blown away. I’ve had CEOs tell me, ‘I never ever thought I’d be on the field after a Super Bowl.’ ”

QuintEvents secures “On Field Experi­ence” badges for all Icon Interna­tional attendees, who are given access to a special section of the field after the game along with other VIP attendees.

Before the game, QuintEvents hosts a special event for its group of corporate clients at the game. It includes an open bar and food that is usually local specialties such as gumbo and jambalaya in New Orleans. Former NFL stars join the group for the pre-game festivities, sign autographs and pose for photographs. “It’s just a really nice event that builds excitement for the game,” Manente says.

And because attendees from various corporate groups all mingle together, it makes the experience even more special because it is shared with others, she says.

Many Options

Even though the Super Bowl and super-exclusive events such as the Masters are the big names among sports incentive practitioners, there is a vast list of options, including the Wimbledon tennis tournament in England, the Australian Open golf and tennis tournaments, the French Open tennis tournament and a host of lesser known events.

And in the U.S., depending on the core demographics of a group, the Indianapolis 500 or NASCAR events have huge appeal. The NCAA college men’s basketball Final Four is one of the most coveted tickets in all of sports.

Aside from the Super Bowl, Pagan is particularly fond of the Masters. Like the Super Bowl, he says, its appeal is the chance-of-a-lifetime experience and the ticket an ordinary person could almost never get. Masters tickets are allocated by a lottery system each year, and demand exponentially outweighs supply.

“At the Masters, you feel like you are a private invited guest of the PGA, which in a way you are,” Pagan says. “It’s that exclusive. You literally feel like a celebrity.”

Highlights of the Masters excursions Pagan has planned with Goviva! have featured exclusive dinners and private parties that included famous professional golfers.

Although not appealing to everyone, NASCAR events are also powerful motivators, Pagan says. “They’re not for everybody. But if you have an audience that NASCAR appeals to, they’ll sell whatever they have to sell, do whatever they have to do, to get to an event like that and have a VIP experience.”

Practical Advice

Just like any other meeting or incentive program, sports incentive programs have their own unique rules and practical considerations.

“The first issue is time frame,” Tuch­man says. “When a company says, ‘We want to do an incentive program, and we have to do it within this particular time frame,’ I always tell them that the payout, the reward, should come within a month or two of the end of the program.” That means that for a Super Bowl program, the competition should end by December or early January. For a U.S. Open golf trip, the contest has to conclude in late March or early April.

The other big rule is to know your audience, Tuchman says. “Are they primarily male? Female? Younger? Older? Those are the demographic considerations that go into making a good choice. And is the program going to allow qualifiers to bring their spouse? Or is the group going to be all men?”

For example, almost by definition, a Super Bowl program is for alpha males, with few if any spouses in attendance.

The final essential consideration is budget and whether the company is willing to spend what is required to create a multifaceted experience that is immersive. “I tell prospective clients, ‘If you don’t have the budget to do an event right, don’t do it. Unless you do it right, it’s not going to get you much in terms of really making people feel special.’ So I always say make sure you choose an event that will allow you to do it right. And it’s also better to do one big event rather than two events where you have limited budgets. Take all of that money and spend it on one big event.”

For Manente, the most important rule is to find a partner like QuintEvents and build a relationship over time. “QuintEvents is very consistent in the things they do for us,” Manente says. “So in dealing with them, I know exactly what I’m going to get. And I also have the kind of relationship with them where if I say, ‘Well, I was thinking about this…’ but they don’t think my group would like that, they’ll say, ‘We’re not sure that’s the best way to go. Why don’t you try this instead?’ ”

A fully collaborative process is critical to success, Manente says. And that includes being prepared for anything that might happen, Glass says. For example, at this year’s Masters, the Monday morning practice round was rained out. “So I had attendees who had tickets and were leaving the next day,” he says. He had a backup plan for at least giving his group a private tour of fabled Augusta National Golf Course, even if it was raining. So even though their experience was diminished, it was not a disaster. “You always need a plan A, plan B and plan C,” Glass says. “Because anything is possible.”

And a question that is not always asked, but is vitally important, Glass says, is “What do you want to gain from doing this? What is your goal?”

Answers range from generating sales and enhancing morale to rewarding key people and generating bottom-line profits. And each of those objectives requires nuanced planning of the experience, he says.

But no matter the goal, Tuchman says, planners and companies that want to extract the maximum benefit from a sports incentive program must think big. “That’s because in today’s world, literally anything is possible,” he says. “You just have to be creative enough to want to do it.”C&IT

The relationship between meeting planners and hoteliers is complex. Both groups want many of the same things, including a strong economy and a thriving meetings industry, to attract attendees and make each meeting memorable and successful.

But they have differences, too. Plan­ners must stay within budgets and get the most in return for dollars they spend. Hoteliers want to attract business that positively impacts their bottom line — they need to make a profit on that same meeting for which planners are rightly scrutinizing each expenditure.

Given that perspective, planners and hoteliers should be adversaries. But that’s far from the truth and hardly optimal.

“The relationship between hotels and meeting planners is crucial to both parties’ success,” says Kimberly Miles, CMP, CMHS, vice president, industry relations for the American Hotel & Lodging Association. “AH&LA is a strong supporter of the Meetings Mean Business campaign, which showcases the importance of the meetings industry to hotels and the U.S. economy. The hotel industry values the strong partnership with the meeting planner community to create the most successful events and experiences for its attendees.”

We asked corporate meeting planners to give us their take on the positives and pitfalls of the planner-hotel relationship, which, as Miles points out, is a relationship that drives business for the U.S. economy, so getting it right is critical.

What do these planners want from hotels? What are their pet peeves? How can the relationship be improved? Some of their insights echoed those reported in STR’s “DestinationMap 2013” survey, highlights of which were published in January in Hotel News Now, a division of STR (Smith Travel Research).

But there were some very individual perspectives, too. And while having hotels meet basic meeting requirements is fundamental, the consensus on forging optimal relationships came down to two essential elements: partnerships and communication.

The Basics

Like any relationship, this one is a two-way street. Planners bring meetings to hotels, hotels provide necessities for those meetings. Terri Crowley, vice president of event management at Photizo Group, a Kentucky-based consulting and marketing intelligence firm that organizes conferences domestically and abroad, puts it succinctly: “I want great service, updated meeting space, willingness to work with a planner, good catering services, and a friendly and knowledgeable staff.”

Blue Janis, an Ohio-based national account manager with Experient, references staff, too. “Onsite, I expect the event manager and banquet manager to try to anticipate needs rather than having to be asked when something has already run out. Of course, it’s much nicer when inventorying liquor or doing a room block audit to find that the hotel staff is helpful and agreeable.”

Edward Perotti, CMP, CMM, senior director global meetings, events and travel with VMware, a Palo Alto-based software company, adds cost transparency as an essential. “I know everyone needs to make money and hit goals, profit lines, etc. I just want to know what we are spending money on. For example, with regard to third parties, I want hotels to be 100 percent comfortable with sharing and/or providing invoices or documentation for me (the end client) to cross check/audit, and to document all charges and concessions related to my event.” Additionally, Perotti wants creative food experiences and true partnerships of the entire chain portfolio.

Partnerships

The concept of partnering up appears to apply on every level.

“Both parties need to look at the relationship as a true partnership,” Perotti says, “as the market flips from one seat of control to the other, the long-term vision is what is key to maintaining the relationship, the level of expectations and the service level.”

It helps when both parties have a shared vision of success. “I have always approached hotels with one simple, basic premise,” says Lisa Langford, corporate meeting planner for Finance and Resource Management Consultants, which works with the petroleum industry. “We both want our client to remember a great meeting, at their particular hotel, for a fair price.”

Of course, some visions and goals are not shared — but they can still be understood and respected. “I expect the hotel to treat me as I treat it…as a partner in accommodating the needs of my client,” says Janis. “Although I represent a very large third party and my job is to secure the best pricing for my client, I believe it’s very important to recognize that the hotel has fiscal goals and needs as well.”

Donna Patrick, CMP, CMM, associate director, global meetings and conventions for UnitedHealth Group in Minnetonka, Minnesota, has a similar perspective. She says planners need to see hoteliers “as true partners and go into discussions and negotiations with a balanced win-win for both sides.”

Miles says hotels must do the same. “Every event is different, and every hotel has its own approach to contracting,” she says. “When both parties negotiate with an appreciation of one another’s needs and goals, and with an understanding that they are entering into a mutual commitment to one another, they can create a contract that is fair to both the group and the hotel.”

Cindy Wilson, president of San Francisco-based Wilsonwest, a corporate-event marketing firm that plans C-level meetings for such companies as Cisco, Chevron and Samsung as well as nonprofits, adds another element to the mix. “Establish a true partnership from the outset,” she says, “then communicate any changes along the way.”

Communication

No relationship can work in the absence of effective communication. “I believe that fundamentally, it comes down to communication,” Janis says. “The better each party understands the goals of the other, the more likely there will be a successful meeting and a happy client.”

“The better each party understands the goals of the other, the more likely there will be a successful meeting and a happy client.” — Blue Janis

Says Patrick, “Planners should maintain open and honest communication always and follow up to let the hotel know why it did not win the business if it didn’t.”

Langford favors old-fashioned conversations between planners and hoteliers:

“Up until recent history, our frustrations would rate pretty low on the meeting planner’s version of Maslow’s Hierarchy of Needs. We wanted sanely priced AV or greater flexibility on attrition — simple and straightforward, monetarily defined items,” she says. “Though those things remain, the more pressing frustration is higher on the scale: lack of conversation. Our RFPs have never had as many flat-out ‘no’ responses as we’ve seen in the last six months, with no real information as to why or suggestions for alternatives. I think part of the problem is RFP spam; hoteliers are inundated with e-RFPs easily bulk-sent with a click of a button. The time to think about how to work with us just isn’t there.”

As a result, Langford has resurrected what she calls the “retro practice of phone conversing.” This, she says, “goes back to my core belief that we both want this to work but need to strategize outside the box together. That doesn’t happen with short emails or choppy cell-phone conversations but with heavy, black, rotary-phone communication. Relationships built over the years have saved us several times recently, and all were fostered through conversations.”

Of course, as Patrick points out, the communication must be appropriate. She finds that some hotels over-contact planners or, worse, develop an attitude. “Let the process work, give your best offer and don’t get defensive if business isn’t won this time,” she advises. “Many times I have given another program to a partner based on how they handled an earlier situation. It’s okay to be disappointed and verbalize that; it’s not okay to be unprofessional and get angry with a client.”

Site Selection

One interesting part of the STR survey relates to site selection. One finding is that planners tend to return to places they’re familiar with. The survey also highlights six elements respondents considered most important when selecting a destination: good hotels, convenient airline service, travel costs to the location, food and lodging costs, ease of attendees getting to the location and good value for the money. It’s not surprising that three of the items are related to cost. In fact, the report notes that the average hotel room rate paid by planners for their largest meeting increased in 2013, with corporate planners paying an average of $189 per hotel room.

The planners we talked with say the survey provides an accurate snapshot but there are more variables than it suggested.

“The most important considerations are the ones that are unique to the client, the participants and the unique characteristics of the event, though service and relationship with the hotel sales and operations team are paramount,” Wilson says. “Specific meeting types demand specific considerations. For example, a C-level event would have less focus on value for the money and costs and more focus on excellence in service and standards. As far as venue details, if you know guest participation might be limited if the venue is not easily accessible for international travelers, you might rule out a property. If it’s a conference that is heavily reliant upon meeting space and technology, having access to multiple ballrooms with plenty of set-up time might drive the hotel choice.”

Janis agrees. “I think the choice of location varies depending on the makeup of the organization,” he says. “One group may feel more comfort in a familiar location while another actually prefers offering something new to its attendees. I think it’s incumbent on the planner to avoid letting his or her personal bias get in the way of site selection.”

Perotti offers insight into why many planners do return to hotels they have booked before. “We have been going back to the Hilton San Francisco Union Square for years for certain programs,” he says, “due, in fact, to the frontline employees. They know our culture, people and expectations and are generally excited to have us back. The attendees feel that energy, and it helps the overall experience.”

Pet Peeves

As the survey found, planners do not like to be nickeled and dimed, and Crowley pointed to a couple of areas where this is common. “I think hotels should update their Internet plans so that these are included in the price of the meeting space,” she says.

And then there’s AV. “The AV providers that the hotels contract with are always at least twice as much,” Crowley says, “and in many hotels, you are charged a fee if you don’t use their in-house companies.” Crowley rarely uses in-house AV because of the cost, and that complicates her job. “I would love for the hotel AV groups to be in line with outside providers and thus make my job easier,” she says.

For Wilson, a primary issue is turnover. “We are seeing a lot of movement with hotel staff, requiring us to start over with a new team,” she says. “For example, we spend two days on a site visit covering many details, then learn a week later our CSM has moved on. It would have been better to know this upfront. We might have chosen to change our site visit and/or have the hotel designate another staff member. The pet peeve is that there has not been a thoughtful transition to team members, and we are required to start over with the planning. We recently produced a meeting at a luxury property where we had three different catering managers in the course of three months.”

Another pet peeve: cut-off time.  “Hotels expect us to have our room block full 45–60 days out,” Crowley says. “Most of my attendees haven’t even registered at this point.”

Contracts and RFPs

Contracts and RFPs are a challenge on both sides of the table, but there are solutions, including increased communication. “I try to be as detailed as possible with my RFPs,” Janis says, “and I appreciate it when the sales manager responds with alternatives if he or she is unable to agree to a specific concession request.”

Perotti would like to see more streamlining of contracts and better understanding of the big picture, especially when hotels are dealing with companies that run many meetings in many parts of the country and the world. “We have streamlined our procurement process to keep in line with our internal process,” he says. “The bottleneck occurs when a hotel has not and is still operating in antiquated ways, for example, if the hotel does not look at the global relationship with a client but instead thinks of each event as a one-off vs. a true global partnership and buy.”

Langford would like standardized contracts. “I think many of us dream of a standardized contract. I’ve got four on my desk right now, all for like-meetings. The first hotel’s contract is four pages long, the next is five, then eight, and the fourth is 20 pages.”

Trends

Two trends apparent in the STR survey suggest that the industry is back on track. The first is an uptick in attendee numbers.

Perotti is seeing increases at his events. “Our team manages in some form over 3,200 meetings and events globally. This number has been on the rise and, as our employee base increases, so do the event counts.”

Langford says her group has seen consistent growth of about 10 percent over the past few years, however, “Our events don’t fit the model the survey suggests. We have private member groups and expect (and get) near 100 percent attendance.”

That said, Janis cautions that there are many factors at play, and he sees variation in the numbers, a consideration primarily for association meetings in which attendees must foot their own bill for the most part.

Patrick believes the result is in part how meetings are managed. “I do think we’ve finally gotten past the 2008 financial crunch, and meetings are being managed with more strategic focus — measurement of ROI, not canceling meetings but changing them to leverage costs better,” she says.

Also trending is that corporations are exhibiting less reluctance to book luxury properties. While Wilson agrees without qualification, Patrick and Langford say yes…and no.

“I believe (the reluctance) still exists and will always exist on some level,” Patrick says. “I feel companies are careful not to lose sight of it and have their meetings looked at as boondoggles. I do agree there isn’t as much paranoia about it as there was after the 2008 financial crisis. It also helps that many companies took the stand that an incentive trip is a reward for a job well done, and they should not be punished for rewarding employees.”

Langford thinks demographics impact this trend and that certain groups simply don’t want to book luxury properties. “For our existing core owner groups with a demographic age 50–65, the luxury destination is still the priority value,” she says, “because of the high confidence in service and food levels — you get what you pay for, and they know that from experience. Our growth area, however, is with groups of a younger clientele who define the experience more by its community story: What did they do together after hours? For them, an evening of baseball with a great local craft beer can carry a higher story value than recharging on the beach at a luxury resort.”

Perotti also notes differences in demographics and industries, and how luxury hotels themselves are responding. “In the tech world, there is less fear of luxury brands; however, the luxury brands need to step up the experience for the attendee and update the experience for the new generation. Ritz-Carlton Hotels has done a great job of bridging from the retired upscale traveler to young, tech-savvy urbanites,” he says.

Call to Action

The return to more stable business and increased numbers speaks to the resilience of the meetings and hospitality industries. As they move out of survival mode, Langford hopes that planners will partner with hotels in even more profound ways for the greater good.

“Personally, I am looking ahead to the meetings and hospitality industries becoming a powerful voice in the critical issue of human trafficking, just as they have been for green meetings,” she says. “Hilton, for example, has adopted a corporate position on this, which all partners are supposed to sign on to. They are also implementing training to recognize (trafficking) on their properties and identifying how employees are required to respond.

“It’s at hotels where a lot of this happens, so raising awareness is a way planners can be influential. Add it into the contract process by asking, ‘Do you practice human-trafficking awareness with your staff?’ Enough people asking the same question will bring about change, exactly the way it did with the green movement.” C&IT

What could be better than a round of golf at The Broadmoor amid the splendor of the Rocky Mountains? 

Golf and spa resorts have always been popular choices for planners but they took a big hit during the recession. Boasting glorious green spaces and sumptuous spas, these luxurious properties are back in vogue and are not resting on their laurels. From coast to coast, these properties continue to upgrade and refresh their unique combination of world-class championship golf courses, specialty spas, grand guest rooms and ample meeting space.

That’s good news for planners charged with site selection reponsibility who turn to these resorts not only for memorable meetings and incentives, but also for golf experiences, which enhance networking and relaxing spa treatments, which recharge and pamper attendees.

Planners find all of the above in properties such as the 379-room AAA Four Diamond PGA National Resort & Spa in Palm Beach Gardens, Florida. That’s where the regional headquarters of a large company held meetings in 2013 and has another meeting set for June 2014. The company, which elected to remain anonymous, selected the resort after some of its South Florida branches met previously at the property and raved about its amenities and service.

The PGA National Resort offers 40,000 sf of self-contained conference space and 90 holes of championship golf on five courses, including the famous Champion Course, site of the PGA Tour Honda Classic and other pro tournaments.

The company’s three-day meeting at PGA National Resort last August included 73 senior account executives. Golf was a big reason for choosing the property. “Golf was definitely utilized, and it was a big bonus,” says the regional headquarters’ meeting planner. “A lot of us extended our stay for two days to have an organized Saturday morning tournament. We did our own foursomes, and the PGA helped us set up and get us going.” As the June 2014 meeting drew nearer, the planner said the attendees began asking for extensions so they could stay the weekend to play more golf.

While golf is a potent draw, the planner favored the PGA National Resort for other key reasons as well, including meeting space. “We used one ballroom, the Bella Lago (one of the PGA’s newest ballrooms), for the meeting, ordering catered morning buffets and lunch,” says the planner. “I did snack breaks at 10 a.m. and 3 p.m., and there was a lot of space toward the back of the room for them to roll in the trays with the power bars, cookies and drinks. The ballroom was located near the golf course so people could walk outside and see the greens during breaks. But it was far enough from the main lobby, bar and restaurant to be secluded.”

There’s No Substitute for Good Service

Excellent service also was a big factor. “They respond very quickly during planning,” the planner says. “If I send an email, my phone will ring within 10 minutes with more questions about what I asked or an answer. I plan meetings year-round with different hotels, and as the meeting approaches, agendas and the number of attendees will change. They are very good about booking more rooms and extending stays.”

The planner offers the following example of the PGA National Resort’s quick turnaround service. “On my drive from Fort Lauderdale International Airport to the resort for the meeting, I got voicemails that more people would be attending a dinner and either adding or canceling days,” says the planner. “I called the PGA and said ‘I have to change the numbers of rooms and restaurant reservations.’ I got a call back 10 minutes later that it was done. It was great.”

Dade Paper, based in Miami, selected the Hilton Sandestin Beach Golf Resort & Spa for a meeting in March for 400 of the company’s managers, executives, business partners and their guests, according to Laura Craven, director of communications and marketing. Dade Paper was impressed by the four championship golf courses accessible to the Northwest Florida Gulf Coast’s largest full-service beachfront resort. Attendees had their pick of Raven Golf Club, Burnt Pine Golf Club, Links Golf Club and Baytowne Golf Course, which features three golf holes located in front of the Hilton Sandestin.

Away from the fairways, attendees pampered themselves in the Hilton Sandestin’s Serenity by the sea spa, which was ranked 26 in the Condé Nast Traveler 2013 Readers’ Poll “The Top 270 Spas in North America, the Caribbean, Hawaii and at Sea.”

While Dade Paper has met at spa and golf resorts previously, it was the company’s first time at the Hilton Sandestin. “The No. 1 reason I choose golf and spa resorts is to have everything in one building and keep people on-property,” says Craven. “When we use convention center space and you have to have a second hotel, you have to go back and forth. From a planner’s perspective, it’s nice to have everything in one place.”

“The No. 1 reason I choose golf and spa resorts is to have everything in one building and keep people on-property. From a planner’s perspective, it’s nice to have everything in one place.” — Laura Craven

The Hilton Sandestin’s meeting spaces were just right. “They had the best of all the things I was looking for so they won the bid,” says Craven. “They had the right specs for meeting space. The main ballroom was the right size. Another ballroom where we had our luncheon was the correct size. All of the numbers lined up. It was on the beach, and that’s a nice draw.”

Dade Paper chose the Hil­ton Sandestin 18 months before the actual meeting as the property was undergoing a four-month, $12.5 million renovation. The project included refurbishment of all 200 Spa Tower rooms and a redesign of the indoor pool and main lobby.

Serenity by the sea Spa also received a facelift, adding a new color scheme, carpet, all new paint, nine new spa beds and zero gravity lounging pedicure chairs with hammered copper bowls.

Renovated Properties Are More Attractive

The renovations were an additional enticement. “We knew everything was going to be in great condition,” says Craven. “I asked them from time to time if they were on schedule. They were always right on the money in terms of the construction schedule. I visited the property three months before the meeting and had a tour of everything as it was being worked on so I had a comfortable feeling. They were done a month before our event.”

Some groups are so enthralled with golf and spa resorts that they return year after year. In June 2014, a major corporation held its fourth consecutive yearly meeting at the The Broadmoor in Colorado Springs, Colorado. The resort is literally the company’s favorite property. “We have a website that allows employees to register for the meeting and select from 15 different locations. The Broadmoor is usually the first one that shows up,” says the meeting planner who wishes to remain anonymous.

Last July, the company held a three-day meeting for 400 managers and executives at The Broadmoor following its $57 million expansion and makeover. Attendees were impressed by the redesign of all guest rooms and suites. The Broadmoor’s two new restaurants — Ristorante del Lago, an Italian eatery, and Natural Epicurean, which serves natural and organic food, were well received by the group.

Attendees also got their fill of golf. “It’s always a huge hit with the executives. We didn’t have any golf tournaments, we just let them play,” she says.

The group enjoyed The Broadmoor’s three courses — the East Course; the West Course, a challenging course that combines the original 1918 design with the 1964 redesign of Robert Trent Jones Sr.; and the Mountain Course featuring renovations by Nicklaus Designs, which appeals to a range of skill levels and handicaps. All three courses offered attendees gorgeous views of the Rocky Mountains.

Most of all, the group soaked up The Broadmoor’s relaxing environment. “Once you get there, you basically forget about the rest of the world,” says the planner. “You don’t have to go off-property because they have everything there, even a bowling alley. They always love the pool and spa. The restaurants were phenomenal.”

Service is always a major calling card of golf and spa resorts, and especially so with The Broadmoor. “I have been in this industry over 30 years and, nationally, I have to say it’s one of the highest service-level properties I have ever worked with,” observes the planner. “They make the guests and those who work the program feel like family.”

The Broadmoor’s superb service stood out when executives requested space for last-minute meetings they needed. “Generally, we take up over 80 percent of The Broadmoor’s meeting space,” says the planner. “One evening, our executives said they needed to have a meeting from 9 a.m. to 12 noon, and they told us at 8 a.m. The staff found the room, turned it around and had it ready by 9 a.m. When I say they turned it around, I mean the setup, food and beverages, and AV.”

In addition, the resort caters to the smallest needs, including special diets. “We have people with food allergies,” says the planner. “They even go so far as to have the chef sit with them and go menu by menu what they can and can’t eat, and provide them with specific menus to meet their needs.”

The Broadmoor’s meeting space was made to order for the company’s black-tie banquet. “We held our banquet in the International Center Meeting Room, which we turned around in about four hours after a day of meetings,” says the planner. “People couldn’t believe they were in the same room. The International Center has two sections to it. At one end, we made our cocktail reception. On the other side was the banquet area. The centerpieces and table settings were over-and-above beautiful. We covered the walls in sheer beige draperies with up-lighting. We had 8- to 10-foot-tall, see-through cylinders with floating candles inside them and a live band.”

Golf and Spa Resort News

Groups who book stays at PGA Na­tional Resort & Spa before September 31, 2014 will be eligible for the property’s “Free Golf/Free Spa” meeting incentive. Groups that book at least 100 room nights, each occupied on a peak night, can choose a complimentary round of golf or a 50-minute Swedish or facial massage at the 40,000-sf Spa at PGA National.

The AAA Five Diamond, 250-room Ponte Vedra Inn & Club, located on Florida’s northeast coast, reopened its Beach House in March after a thorough renovation. The Beach House’s 20 oceanfront rooms and suites received new king and queen beds, oversized windows, designer furniture, custom art work and carpet and draperies. The Lodge & Club’s new swimming pool also reopened in March. The resort’s Ocean Course, which opened in 1928, offers golf-related group functions such as “closest-to-the-pin cocktail receptions” and “putting green coffee breaks.” The Inn & Club offers 17,000 sf of meeting space and the Lodge & Club provides 13,000 sf of function space and seven meeting rooms.

The Westin Diplomat Resort & Spa near Fort Lauderdale has opened its Heavenly Spa by Westin. The 14,000-sf facility offers 10 treatment rooms as well as a halotherapy salt steam room, a Vichy shower and a relaxation area with a “Wall-of-Rain.” The Westin offers 998 rooms and over 200,000 sf of flexible function space, including a 50,000-sf Great Hall. Golfers will enjoy the Westin’s par-72 course dotted with royal palm and banyan trees.

The 204-room Resort at Pelican Hill in Newport Coast, California, ramped up its golf appeal by opening its 7,000-sf terrace-like Golf Pavilion last year. The Pavilion is located conveniently near the resort’s two Tom Fazio-designed golf courses, one of which has three holes along the ocean. The Pavilion complements Pelican Hill’s 20,000 sf of meeting space and accommodates up to 500 people for receptions, outdoor barbecues and seated events for up to 300 guests.

Additionally, Pelican Hill offers seasonal Golf Academy programs led by Golf Magazine Top 100 Teacher Glenn Deck.

The Spa at Pelican Hill includes 22 private treatment rooms, a full salon with a private salon treatment room and ample areas for rest and relaxation in the luxurious Aqua Colonnades, complete with herbal steam rooms, saunas and saltwater Roman soaking tubs.

Also situated in Newport Beach, Island Hotel Newport Beach is a five-diamond, four-star luxury coastal hotel featuring 292 guest rooms and suites, more than 23,000 sf of event space, the largest ballroom in Newport Beach, a spa, fitness center and resort-style pool.

In addition to The Resort at Pelican Hill and the Island Hotel, the Irvine Company Resort Properties owns and manages Hotel Irvine Jamboree Center, an independently owned lifestyle hotel; the Oak Creek Golf Club in Irvine, featuring a challenging, Tom Fazio-designed public golf course; and several marinas in Newport Harbor and Northern California.

As part of an earlier $57 million expansion and makeover, The Broadmoor’s 6,300-sf Chey­enne Lodge features a new exterior design with split logs and timbers. The makeover also includes a new look for the Golden Bee restaurant and bar, a new activity center in Broadmoor West, and the redesigned and expanded West Lobby Bar.

The Westin La Cantera Hill Coun­try Resort in San Antonio, Texas, debuted its new Westin Workout Fitness Studio. The facility features fluorescent lighting technology to help energize guests’ workouts. The resort opened Henrietta’s, a grab-and-go restaurant, and is adding the San Xavier room, a new meeting space.

The historic, 483-room Omni Homestead Resort, located in Hot Springs, Virginia, offers legendary golfing at its Old Course, built in 1892 and boasts the oldest first continuously used tee in the nation. The Omni’s Cascades Course, host to several PGA Tour contests and USGA championships, features stunning views of the Allegheny Mountains. The property offers 72,000 sf of meeting space and activities such as archery, falconry, kayaking and carriage rides for the romantic.

The 1,500-room Rosen Shingle Creek in Orlando features the Shingle Creek Golf Club with an 18-hole course and five sets of tees. The club’s customized website helps groups plan and track golf tournaments. In addition, a GPS system helps organizations spot golf sponsors and pass out tournament notes. Golfweek named the Shingle Creek course “One of America’s Top 40 New Courses.” The course was designed by David Harman and features fairways and waterways stretching along Shingle Creek. Golf lessons are available from the Brad Brewer Golf Academy. Rosen Shingle Creek features 490,000 sf of function space.

A prominent Northwest Native Ameri­can-owned resort is the 370-room Tulalip Resort Casino, located just a 30-minute drive from Seattle. The AAA Four Diamond property, operated by the Tulalip Tribes, features several tribal touches including 25-foot house posts hand carved from a 1,000-year-old red cedar tree. Meeting space totals 30,000 sf and includes the 15,000-sf Orca Ballroom and several breakout spaces. All meeting rooms include Wi-Fi, LCD projectors and drop-down screens. The Oasis Pool is located next to the meeting areas and serves as a unique function space.

The philosophy at Tulalip Resort revolves around a profound reverence for nature and a respect for balance of mind, body, heart and spirit. This sense of harmony endures in T Spa, their exquisite Seattle spa oasis. A luxurious 14,000-sf sanctuary, where guests indulge in stress relieving deep tissue massages and native inspired spa rituals and therapies including steam rooms, cedar saunas and grotto showers. Golf is available nearby at the Battle Creek Public Golf Course and the Cedarcrest Golf Course.

Château Élan, located in Braselton, Georgia, north of Atlanta, is a popular meet­ing des­ti­na­tion that offers cham­pi­onship golf, a full-​production win­ery and a Euro­pean health spa.

The 3,500-acre con­fer­ence des­ti­na­tion, where French provin­cial and South­ern hos­pi­tal­ity com­bine, features a golf course designed around three lakes and two winding streams. There are also villas within walk­ing dis­tance of the Château Élan club­house where the pro shop and golf grille are located.

Golf options include three short course options, golf tournament hosting, hourly golf lessons, a Dave Pelz golf school as well as night golf shootouts

The newly renovated spa at Château Élan offers specialized spa options, such as the signature antioxidant winery treatment.

The Sea Pines Resort, Hilton Head, South Carolina, host of the RBC Heritage, which is held annually on the resort’s Harbour Town Golf Links, opened its new Plantation Golf Club, which includes gathering space for large incentive groups (up to 125) with private balcony access. The new Beach Club, opening this summer, has a rooftop bar and private gathering/banquet space to host up to 150 guests.

Recently, golf legend and course designer Jack Nicklaus made one of the last in a series of scheduled visits to the Jack Nicklaus Signature Golf Course at Baha Mar before the course and the resort open in December 2014. It is one of only a handful of Nicklaus Design courses located in the Caribbean.

“We are proud to be home to a Jack Nicklaus Signature Course, one of the premier golf courses in the world. It is part of the collection of diverse, world-class experiences that Baha Mar will offer,” said Paul Pusateri, Baha Mar’s COO, in a statement. “These experiences, along with the superb hospitality of our team, will put The Bahamas on the world stage in a way that has never been seen before.”

During his recent visit, Nick­laus inspected final details on the golf course, which has been grassed with saltwater-tolerant Platinum TE seashore Paspalum grass and is now in the grow-in phase. The 18-hole, par-72 championship golf course at Baha Mar boasts ocean views and a picturesque peninsula green. The golf course is designed to offer “two courses in one,” with the front nine holes providing dramatic play, while the back nine holes wind through inland forest and native habitat.

“I feel blessed that golfers around the world have shown an affinity for our course designs, and Baha Mar should only perpetuate that,” Nicklaus said. “Travelers are going to come to Baha Mar for the casino, the world-class hotels and the beautiful water. We also believe that they are going to enjoy the golf experience that we will provide. While most of the golf courses in The Bahamas are designed on smaller pieces of land and, as a result, are fairly tight, there is plenty of room to play golf on this course, and it will appeal to golfers of every level. Better golfers will appreciate the strategy and the shot values, but every golfer should love the playability and aesthetics of the course.”

The Radisson Fort McDowell Resort in Scottsdale, Arizona, will rebrand as the We-Ko-Pa Resort & Conference Center, effective September 30, 2014. Honored as one of the best golf facilities in the country by Golfweek, the resort features two award-winning 18-hole courses designed by Bill Coore and Ben Crenshaw (Saguaro) and Scott Miller (Cholla).

The new We-Ko-Pa Resort & Confer­ence Center features 246 guest rooms and suites, and luxurious spa treatments at the Amethyst Spa.

Designed by golf legend Greg Norman, the award-winning course at Sandals Emerald Reef Golf Club is recognized as one of the most scenic oceanside golf courses in the Caribbean and renowned for its challenging fairways. A golfer’s paradise, prevailing tradewinds promise new experiences with each game.

Sandals offers all-inclusive Caribbean golf resorts on some of the most challenging and prestigious golf courses in Jamaica, St. Lucia and the Bahamas.

Final Thoughts

Golf and spa resorts are ideal for incentives and meetings that seek an idyllic, self-contained paradise to focus on business or pleasure. While the resorts are a plus for golfers, those who aren’t big fans of the fairways can find a range of other entertainment and self-pampering activities during their free time. C&IT

Credit: Daniel Bayer/Aspen Chamber of Commerce and Resort Association

An amazing setting can inspire attendees and elevate a meeting. Colorado has no lack of inspirational backdrops and can be as rustic-wilderness or sleekly urban as a group wants. Even in winter the sun is likely to be shining boldly, and that alone fosters an air of positivity. And the physical reality of those brilliant blue skies may inspire attendees into the figurative blue-sky style of thinking, defined as creative thinking unfettered by preconceptions and convention — in other words, brainstorming out of the box.

MEET IN TOWN

Colorado’s foremost meetings cities offer two variations on the urban experience.

Denver

“Denver has come to symbolize a young, active, innovative and outdoor city, and those are themes that many corporations and incentive groups want to be associated with,” says Richard Scharf, president and CEO of Visit Denver, the convention and visitors bureau. “Having a corporate gathering in Denver brings a spirit of adventure into the meeting room. We have a modern, clean, safe, pedestrian-oriented downtown, but when you look out the window, you see 100 miles of snowcapped peaks. That brings a big-sky, open-minded feeling into the corporate culture that you don’t get in many other cities.”

With so much going for it, Denver keeps many local companies meeting near home. “The global headquarters of Arrow Electronics Inc. is in the Denver area, which makes this city a preferred destination for many of our events,” says Kirsten Lonnquist, CMP, senior event manager. In March, 770 attendees gathered for the Spring Arrow Centralized Training 2014, based at the Hyatt Regency Denver at the Colorado Convention Center. The hotel finished a $23 million redesign of all 1,100 accommodations that same month.

“This event has been held in Colorado multiple times,” Lonnquist says, “but this was the first time it took place in downtown Denver.” She calls Denver’s accessibility to domestic and international visitors a good fit for the company and likes that attendees have so much available to them within walking distance during free time.

The Hyatt Regency’s downtown location, plentiful accommodations and extensive meeting space with what Lonnquist calls “excellent flow” added to the appeal. “Our event was a huge success,” she says, “which can be attributed to the hard work every vendor, especially the Hyatt Regency Denver, and the Arrow ACT Team put in to meet the high standards we set.”

Lonnquist says event managers “should not be afraid to ask that tests or rehearsals be done with equipment or that walkthroughs be conducted for crowd-control or load-in and load-outs.” Problems may still occur, she adds, “but rehearsals offer the principal parties the tools to be able to respond more quickly to an unanticipated problem.”

To those considering Denver, Lonnquist advises booking early. “Denver has become a popular city for events, and finding venues with the necessary meeting space coupled with adequate guest rooms can be a challenge. The convention center can provide more meeting space; however, there are finite hotel rooms available at any given time for those attending large gatherings. Planners need to encourage attendees to meet registration deadlines, thereby lessening the risk of some attendees having to book a hotel room less convenient to the event.”

“Denver has become a popular city for events, and finding venues with the necessary meeting space coupled with adequate guest rooms can be a challenge. ” — Kirsten Lonnquist, CMP

While Denver’s walkability is an asset, so is the city’s bike-sharing program. Attendees can pick up a bike at any of 82 stations and then return it to any station after exploring and gaining a boost from the Mile High City’s palpable energy.

Colorado Springs

If the view from Pikes Peak could inspire Katharine Lee Bates to pen “America the Beautiful,” what might it inspire a corporate group to achieve?

Doug Price, president and CEO of the Colorado Springs Convention & Visitors Bureau, says meeting planners derive many benefits. “Colorado Springs is a vibrant metropolis. Attendees can experience a rich arts scene and 10 minutes later be exploring Pike National Forest. Our amazing blue skies, range of lodging, value pricing and extensive list of activities and attractions are just a few reasons the area entices so many planners year after year.”

Inherently inspiring attractions include the U.S. Olympic Training Center, Garden of the Gods Park, the new Cheyenne Mountain State Park Archery Range (perfect for teambuilding), and, of course, Pikes Peak.

Accommodations can be inspiring, too, especially the historic Broadmoor with its European-influenced elegance. For Laurie Barr, event director and corporate secretary for the Denver Gold Group, The Broadmoor is a perfect setting for the company’s Denver Gold Forum because “It is the best.”

The group of 1,200 met at The Broadmoor in September 2011. Barr says the staff was proactive to the organization’s needs and everything was first class. “I have only good things to say about The Broadmoor,” she adds. “The food was marvelous, the hotel staff was delightful, the venue was superb, and everyone enjoyed it.”

While everyone appreciates The Broadmoor’s impeccable service and surroundings, Barr underscores that the purpose of the forum is to facilitate business. The Broadmoor does that impeccably, too. Denver Gold Group will gather there again in 2016, 2017 and 2018.

For something completely different, The Broadmoor recently announced an exclusive agreement with a private sporting ranch in northern Colorado, allowing groups to book a four-day/three-night private hunting-and-sporting experience, October through March.

MEET IN THE MOUNTAINS

Rocky Mountain panoramas offer inspiration on every level, but each town has its own personality.

Aspen

Audi of America has a long history with Aspen — an uber upscale enclave with mining roots — that includes sponsoring ski events and local youth programs. Its meeting being held this month, the Audi A8 Dealer Launch and Incentive Event, is ideally suited to the town.

“The location absolutely plays a part,” says Erin Keating, senior manager, events and experiential marketing. “For this particular meeting, we are focusing on the launch of the benchmark of ultimate success in our product lineup, the A8. Therefore, we wanted a location that embodies the spirit and lifestyle of our ideal A8 customer.

“We have an ongoing partnership with the Aspen Skiing Company based on matching demographics of audience, the premium nature of the facilities and resorts, the availability of high-end culinary establishments and the affinity with skiing, a core brand pillar for Audi.”

In keeping with its brand attributes, Audi booked The Little Nell, a Forbes Five Star, AAA Five Diamond hotel. Some attendees stayed at the Forbes Four Star, AAA Four Diamond St. Regis Aspen as well. “The staff have been easy to work with at both properties,” Keating says, “with high attention to details and customer service. They have been very willing to assist us with items outside the purview of the hotel properties, and allowed us a lot of time in the planning phase.”

Audi also arranged for a function at one of Aspen’s magnificent private homes, and a “lunch around” at various restaurants in town. While Aspen is a perfect geographical embodiment of the Audi brand, Keating notes that it comes with a price. “While we are a luxury brand and expect to pay for premium experiences, I will say the only thing planners really need to be prepared for are the high costs. There is definitely a premium price to pay for the privilege of hosting an event in Aspen.”

For the right group, it’s money well spent. “Aspen offers corporate and incentive groups an unparalleled setting where they can unwind and take a break from the everyday grind while still being productive,” says Debbie Braun, president and CEO of the Aspen Chamber Resort Association. “The ability for groups to get around Aspen by walking, biking or on a free bus makes planning a program here easy and efficient. Attendees have access to world-class mountains and hotels, over 100 restaurants and internationally renowned art and culture right at the doorstep of their hotel.”

In the end, though, Braun comes back to the setting. “The natural setting inspires greatness and motivates individuals to be their best self on both a personal and professional level.”

What better results could a meeting planner ask for?

Vail, Breckenridge & Keystone

January meetings in a Colorado ski town are anything but dreary. Slopes blanketed in snow under sunny skies are as enticing to some as palm trees and beaches to others.

Water Pik Inc., based in Fort Collins, Colorado, traditionally holds its executive meeting in January, combining a business agenda with time for employees to hit the slopes. The 2014 meeting was held in Vail, where old-school Alps intersect with today’s mountain chic. It was based at The Lodge at Vail, which completed a $1 million renovation to its pool area last summer and will refresh guest rooms this year.

“We like that you can step outside and be on the ski lift,” says Carrie Busteed, executive assistant to Water Pik’s CEO and planner for the meeting. “We also enjoy Vail Village and the great restaurants. There was good service all around, and Nicole Spurlock, our event manager, was great at communicating with us up through the event.”

Dinners were held at different restaurants in town, with Game Creek among the standouts. “Game Creek was phenomenal, and the staff was wonderful,” Busteed notes. “The atmosphere of the dining room was lovely — flanked by a fireplace along one wall and window views of the mountainside.”

The 14 attendees took advantage of some of Vail’s top activities. “Free time was up to the individual,” Busteed says. “Everyone who participated in the ski lessons really enjoyed the instructor. And the Mountain Musher dog-sledding tour was terrific.”

One regret Busteed has is that she did not go to Vail ahead of time. “I had not spent time in Vail prior to the meeting, so it was hard to get a feel for the town, where things were, restaurants, etc. I wish I had taken a day to visit prior to the meeting.”

Vail, Breckenridge and Keystone are all part of Vail Resorts. Each town has something different for groups in terms of ambience, lodging and, of course, the slopes themselves.

Vail’s excellent meetings hotels include Vail Cascade Club; Vail Marriott Mountain Resort; Arrabelle at Vail Square, a Rock Resort; and The Sebastian-Vail, which claims the most meeting space in town with 8,500 sf. The hotel is currently undergoing a guest room redesign to be completed in December.

A classic Colorado mountain resort, Keystone is committed to green initiatives and meetings. Its Meetings That Move You programs educate and inspire groups, and connect them to nature. Also enticing groups is the 60,000-sf Keystone Conference Center. “Surrounded by beauty, built for business” is both tagline and spot-on description.

The highest of the three resorts is Breckenridge, its base a lofty 9,600 feet up. Among its coveted venues is Tenmile Station, which accommodates 200 attendees at a view-centric 10,234 feet.

MEET ON A RANCH

Many Colorado ranches offer meeting space, welcome groups and provide an experience that impacts conferences in surprising ways.

Workforce Insight wanted an amazing setting for its October 2013 company retreat, and found it outside of Frasier, Colorado. “Devil’s Thumb Ranch is the perfect location for us,” says Meghan Emswiller, vice president of HR and planner for the event. “Our headquarters is in Denver, and we wanted to be away from the city but not a four-hour drive into the mountains. DTR is about two hours, so it’s away, yet accessible. The fact that it’s somewhat isolated is perfect. Everything we needed was right there. Our employees weren’t driving anywhere or going off on their own instead of being present at the event. It was good for the company because it kept everyone talking and interacting in a way that doesn’t always happen. The fireplaces, both inside and outside, seemed to pull people in and bring them together. It was wonderful. “

The group of 70 ranged in age from 23 to mid-60s, and Emswiller says the ranch engaged them all. “Everyone loved the location and had only good things to say about the ranch, the people at it and the food.”

Emswiller found the staff willing to help plan and facilitate everything — even some unusual requests. “We wanted to do fun things in addition to the meetings. We have some jokesters in our group so, for example, one of our owners rode into the first event on a donkey, dressed in a toga. We told the ranch staff what we wanted, and they made it happen.”

The retreat was a reward for employees and a way to bring the far-flung group together. “We have employees all over the U.S,. and many have never been to the real Colorado,” Emswiller says. “We’re a very virtual company, and while our employees work together via computer, they don’t often interact in person.”

The first day was designed for fun and bonding. Company Olympics took place on the ranch lawn — a huge success to be repeated next year — and afterward employees tried fly-fishing, zip-lining or mountain biking with their workplace team or individually. Some chose simply to network around the fireplace.

Networking occurred elsewhere, too. “I liked that we had options in terms of how to accommodate everyone,” Emswiller says. “Some stayed in cabins, some in the bunkhouse and some in the main lodge area — all wonderful. But the bunkhouse became a gathering spot, a very organic way of people from all parts of the company getting together, and that was beneficial to the whole experience.”

Two days of business included breakfast and lunch in the expansive meeting space and dinner in different locations, including a buyout of the main dining area and bar.

But that first day set the stage for success. “Highlights for me included standing on that lawn and doing the Olympics, and afterward having so many employees come up to tell me how much they loved where we were and what we were doing,” Emswiller says. “They were so happy and appreciative. That set the tone for the whole meeting.

“We do profit-sharing, so this retreat was paid for by all of the employees. They were glad we did it even if they maybe could have used that money for something else. It was a success from every perspective.”

EATING OUT

Attendees find diverse cuisines and a sense of place in local restaurants.

La Biblioteca, in Denver’s Riverfront Park neighborhood, serves Latin-Asian cuisine and a huge selection of tequilas. Private dining accommodates up to 40, a full buyout 60–100.

Hard Rock Cafe reopens in Denver this June following major renovations and a reimagined menu. The Red Rocks function room accommodates up to 80; buyouts are for up to 600 indoors while Block Party galas accommodate 3,000.

In Colorado Springs, groups can try some of the 115–130 bourbons on hand at Bourbon Brothers Southern Kitchen, some crafted by Colorado small-batch distillers.

Set high above Vail, Game Creek Restaurant is a stunning mountain chalet open only certain nights and accessible via the Eagle Bahn Gondola. Buyouts accommodate up to 120, private dining, depending on the room, 28–60.

Prospect at Aspen’s beloved Hotel Jerome is a modern, three-meal American bistro. Private dinners can be booked for up to 25, buyouts for 75–90.

NEW & NOTEWORTHY

The big news in Denver is the July unveiling of historic Union Station.The new dining/retail venue also will house the elegant 112-room Crawford Hotel, which will share meeting space with its historic affiliate across the street, The Oxford Hotel.

The 230-room Renaissance Denver Downtown City Center opened in May in the historic Colorado National Bank Building, melding neo-classical architecture with a sophisticated contemporary aesthetic. The 6,000 sf of meeting space includes three of the original vaults.

As part of its $28 million redesign, Grand Hyatt Denver transformed the 38th-floor Pinnacle Club into striking function space with horizon-to-horizon views. Upgrades also included refreshing the 516 guest rooms, a stylish new lobby and Fireside, the lobby bar with its dramatic wall fireplace.

In March, Four Seasons Hotel Denver announced new sustainability measures including biodegradable room keys and biodegradable water bottles for meetings. The new Level 3 Salon within the spa is available for buyouts, a nice VIP treat.

Elway’s, The Ritz-Carlton, Denver’s signature steak house, now features a Chef’s Table with a window into the kitchen. The 12-seat table is ideal for executive boards and VIPs.

JW Marriott Denver Cherry Creek’s Fireside event space received a $1 million refresh. Accommodating 250, it features LED chandeliers with color enhancement and two walls of glass doors opening to a patio with two fire pits and lounge seating.

Cheyenne Mountain Resort in Colorado Springs invested $3.8 million in its championship golf course, which reopened in May. Renovations include rebuilt bunkers, elevated tee boxes and an additional 47 yards.

The Broadmoor’s Cloud Camp opens in August, offering a unique option for an executive retreat or small group booking. Perched 3,000 feet above The Broadmoor, the Cloud Camp feels like a wilderness mountain getaway yet it’s just a shuttle ride away from hotel’s meeting space and amenities. There are 11 one- and two-bedroom guest cabins, seven accommodations in the lodge, and best of all, 360-degree views of all the surrounding alpine wonder.

A new entertainment venue opens this month at The Mining Exchange, a Wyndham Grand Hotel in Colorado Springs. The two-level Gold Room features a mezzanine, stage, bar and adjacent kitchen, and accommodates up to 180 for dinner, 350 for a concert or reception.

Renovations to meeting space at the Park Hyatt Beaver Creek Resort & Spa wrapped up in May, giving the Vail Valley its largest ballroom, which is bathed in natural light. Guest rooms were refreshed in November.

The Gant, by Destination Hotels & Resorts, in Aspen, debuts a $5 million renovation and expansion of The Molly Campbell Conference Center this month. The conference center offers a panoramic rooftop terrace, a new specialty café, expanded flexible indoor and outdoor floor plans, and contemporary new furnishings and accessories.

The hotel-wide renovation at DoubleTree by Hilton Breckenridge in October included 208 guest rooms and 9,000 sf of function space. What’s new: an outdoor patio, and sound and lighting controlled via iPad.

Construction on the 519-room The Westin Denver International Air­port is slated for completion late 2015. It will include a 26,000-sf conference center with 12 meeting rooms and three ballrooms.

Opened in May, Woolley’s Classic Suites, Denver Airport is business-ready with 9,000 sf of meeting space, complimentary Internet, free airport transportation and a Hertz Rent-a-Car kiosk with 24/7 vehicle availability. C&IT

A Clean the World event at MPI-WEC: Gently used hotel soaps and shampoo are recycled and redistributed to countries in need. Credit: OrangePhotography.com

Mary MacGregor joined BI WORLDWIDE (BIW) in January of 2013 as corporate vice president – event solutions. She comes to BIW after serving as the leader of business development, events and marketing for other major third-party organizations. In her current role she is responsible for all operating areas of the BIW Event Solutions Group including purchasing, design, delivery, group air, individual incentive travel, onsite operations, technology, communications and merchandise. She leads a team of more than 175 industry professionals who deliver memorable experiences and measurable results for their customers. In 2011, Mary served as global president of Site (Society of Incentive & Travel Professionals). For more information, visit www.BIWorldwide.com or email info@biworldwide.com.

Corporate Social Responsibility (CSR) continues to be a popular component in meetings, incentives, conferences and exhibitions. CSR event components are a good way for organizations to build social good will, set an example, inspire event participants to get involved in their own communities outside of the event and extend their brand promise. They also can be a lot of fun!

Simple to Intense

CSR components range in scope from simple things like every attendee donating a children’s book to the local library where the event is being held to multi-day, labor-intensive activities to help build a medical clinic or school. It’s quite hard to argue that CSR isn’t a good thing. Generosity, caring and a genuine effort to make things better for the community certainly is a positive way for any organization to operate and expanding that mission to an event site can be a natural fit.

5 Questions to Consider

Determining if a CSR activity is a good fit for your event requires consideration of many factors. Group demographics, destination, budget and timing must be addressed. Ask yourself the following questions to help determine if a CSR component is appropriate for your next event:

1. Do the participants at my event share my CSR values?
   Employees at a company-required meeting are more likely to embrace your CSR values. External customers may like your product and service, but may view your CSR values from a very different perspective. Make sure you are on the same wave-length with the majority of your participants.
2. Does the event component align with my CSR values?
   If your organization routinely supports literacy, for example, make sure your event component relates somehow to literacy. This furthers your brand promise. Including an event that appears to have no connection to your organization is confusing and can come off as gimmicky or just a way to get a tax write-off.
3. Is the activity in line with the participants’ interests and talents?
   Participants need to feel comfortable and competent to do the activity you are asking them to perform. If it’s working on a construction site, do they have the skills and physical ability to do the job? If it’s working with disabled children at a sports event, do they have the empathy and personality to engage with these special individuals? While it can be good to encourage people to step outside their comfort zones, it’s not always in everyone’s best interest to do so.
4. Does the CSR component add value to the locale where the event is being held.
   Virtually every community has public-service and social-enhancement needs. Make sure your CSR component serves a real need in the community. Just because your organization’s CSR strategy focuses on the needs of children, doesn’t necessarily mean the community has the same priority. They may be in dire straits over serving an elderly population or veterans. Work with your destination management company or event planning agency for help on identifying the right component that aligns with both your CSR strategy and community needs. It would be unusual not to be able to find some common ground.
5. Am I willing to make participation at the event optional?
   This can be tricky depending on who your attendees are. If everyone is a direct employee, how important is it to you to require participation? Some companies see the CSR activity in the same light as a teambuilding event — which they can be! If you do require participation for employees, make sure they can handle the work (see question 3). Someone who is afraid of water is not going to find going out in a canoe to do water-quality testing to be a positive and engaging experience.

When your attendees are sales channel partners, customers or industry colleagues, make sure everyone can graciously decline.

CSR Has a Very Valuable Role to Play

A well-planned CSR component can be extremely rewarding for your participants and the community you are helping. While not everyone will want to participate, you can make a positive impact on your brand, your organization, your attendees and the community where your event is being held.

When including a CSR component, make sure it is:

• Meaningful: It needs to make a real impact and not be a photo op to garner some good press.
• Aligned: It needs to relate to your organization’s CSR strategy, mission, values or culture.
• Appropriate: Participants need to have the skills, abilities and confidence to perform the tasks.
• Community-specific: It needs to meet the top priorities of the community, not just be a “feel-good” experience for participants.
• Relevant: Participants must see the value of their contributions and in certain situations, must be able to opt-out.

Help Is Available

Consult with your event planning agency or destination management company for help in deciding if a CSR component is right for your event. They have knowledge of the community you are visiting and have good local contacts to ensure that your CSR activity is positive and productive for everyone involved.

For more information on how BI Worldwide can help your organization plan an engaging CSR event or examples of successful events planned for a variety of organizations, please visit www.BIWorldwide.com or contact us at info@BIWorldwide.com. C&IT