Over the past decade, step by step and tool by tool, technology has come to dominate the meeting industry. Not only is there now “an app for that” for every conceivable meeting-related function, but tech providers face relentless competition almost daily from new entries into the market that claim to be better, faster or cheaper at performing a particular function.

And on balance, no one would deny that is a good thing.

At the same time, however, there are quite a few planners — especially those who have been in the industry for decades and are not particularly tech savvy — that find the obvious reality overwhelming and find themselves in this tech conundrum.

“How do you know what products you should actually take a look at? That’s the real challenge. Also… the newest is not always the best.”
— Cori Dossett, CMP, CEM

“In our personal lives, as well as our professional lives, all of us are just bombarded by technology,” says Cori Dossett, CMP, CEM, president of Dallas-based meeting planning firm Conferences Designed. “As meeting planners, we constantly get pitches for new products. So how do you know what products you should actually take a look at? That’s the real challenge, I think, because we are so busy with the events we do. So we have to be careful in terms of how we use our time. And for many of us, there is just not enough time in the day to keep up with all the new technology that’s out there. And the other thing I always keep in mind is that the newest is not always the best.”

Lauren Cramer, owner/principal of planning firm Turn-Key Events in North Andover, Massachusetts, says she can “completely relate” to the increasing demands the use of technology make on her time and the time of all planners.

“And it’s especially true of me as an independent planner, because my clients are looking to me to have information on what is the best app for a particular thing,” Cramer says. “Like so many planners, even inside their companies, I’m expected to know who the players are and what they do. And sometimes it almost feels like it’s impossible to be able to stay up on all that. I do think a lot of the technology vendors do a good job with things like webinars to teach us about their products. But what I don’t like is the sales pitch they give you. I just want to learn what a tool does so I can know whether it’s something I should recommend to my clients.”

For Cramer, the ubiquitous role of technology in every aspect of the meeting industry has become overwhelming in two ways that are distinctly related. “One is the question of what I should turn to” for a particular function, she says. “And the other is how I use it properly.”

And the actual use of a technology is not what she finds most daunting, she says. “That’s not what I feel challenged or overwhelmed by. The issue for me is the incredible number of choices that are out there now and how you keep up with them, or how you know which one is right for your event. That’s what I find overwhelming. I wish I could pay more attention to it. But for me and for most meeting planners, it’s just a matter of time management. And unfortunately, most meeting planners don’t have enough time to become experts on all the technology that’s available.”

Adherence to the Basics

One of the supreme ironies of the current climate is that so many veteran planners have stuck with a tried-and-true way of doing things that flies in the face of innovation — spreadsheets.

Dossett is among those who still use simple Excel spreadsheets rather than invest the time required to learn and then master the latest technology platform. “I definitely fall into that group,” Dossett says. “And I really don’t see any reason to change my mind.” She uses spreadsheets for three simple reasons: They’re free. They’re easy to use. And they work.

Furthermore, she says, she has not encountered a specific planning need that cannot be met by her long-standing and comfortable use of spreadsheets. And from what she hears anecdotally, including at meeting industry events, a surprising number of experienced planners agree with that assessment — while tech-savvy, young planners just beginning their careers embrace the trendiest new technology with genuine enthusiasm.

For planners such as Dossett, her more tech savvy peers might ask an obvious question: Why not take the time to master technology?

She has a clear response to the query.

“To me, of the thousands of products out there, the few — and I stress the few — I might be interested in don’t actually serve my needs,” she says. “For example, you either have to buy a pre-set package that doesn’t service all of your individual needs, or you get something free that is either low-end or the ‘free’ part turns out to be a way to get you to upgrade to a paid service.” So based on those two essential perceptions, she remains resistant to the idea that technology is the holy grail of the meeting industry it is often made out to be by providers.

A further complication for her, as an independent planner, is the need for seamless integration into a client’s technology platform. “For the customization you need for a particular meeting, you generally need to get buy-in from the company’s information technology (IT) department — which could be a challenge because, among other things, it costs money,” she says. And with meeting budgets remaining tight and resources stretched thin, that factor just makes the aggressive deployment of the latest technology even more daunting, she believes.

And finally, like many planners, she is aware that although most meeting technology providers boast that their tools are easy to use, the opposite is often the case. “And that is a common source of frustration for me and many other planners,” Dossett says.

Cramer also can relate to that assertion, she says. “My issue with that is really instructions that aren’t very clear, or the fact that it takes a lot more clicks or a lot more effort to get it to do the things it’s supposed to do,” she says. “Sometimes I find myself saying, ‘Wait. I already did that. Now you want me to do it again?’ And I agree that sometimes these tools are not as easy to use as the vendor says they are. And that translates to more demands on my time.”

As Cramer noted earlier, nearly all of her clients expect her to be aware of and conversant about the ever-widening range of new technologies in existence and which one is best for a precise purpose.

“All of them expect me to know the latest technology so I can make recommendations,” she says. “None of them expect me to also be an expert on using them or to be able to teach them how to use it. But it’s a challenge just to be able to know enough to tell a client about the pros and cons of a particular tool they might ask about.”

On some fundamental functions such as registration, she says she feels confident. On others, such as the ever-expanding universe of mobile apps, she is not so self-assured. “All I can really do,” she says, “is say, ‘Here are the players. I personally have not used the XYZ tool, but I hear good things about it. And I know people who use it I can refer you to.’ ”

In her role as a planner responsible for the success of her events, Cramer says one issue she often contemplates is “the question of how I make it easier for attendees to register or communicate with one another, or how to make it easier for speakers to know what deadlines they have or what kind of information they need to include in their presentations. Those are the kinds of things I find really challenging, because there are so many different (options) you can look at to do those kinds of things. So I’m always asking myself, which one should I use? Which one is best?”

Finding the right answer to those kinds of questions can sometimes be quite fulfilling, and enlightening, Cramer says.

One recent example: exploring the world of social media, in terms of truly understanding it and deciding how to best use it.

She cites an app called Slack that is currently gaining wide popularity. Among its clients: NASA’s Jet Propulsion Laboratory.

“It was originally launched as an internal tool for companies to use so people could communicate with one another,” Cramer says. “For example, you can create groups of people who are working on the same project. So last year, I wondered what would happen if we used that in a conference environment. I thought it would be an opportunity for attendees to engage and communicate with one another. I thought it could be an alternative to Twitter because not every company wants to use Twitter. And I thought people could use it to communicate with each other or with speakers, or plan evening activities. The thing to understand is that this was not a particularly tech-savvy group. But Slack worked well. And that’s an example, I think, of using a social media tool within the specific environment of a meeting and not ‘the whole world,’ like you get with Twitter or Facebook. We used Slack for clear purposes related directly to the event, not as a social media tool that everyone uses every day in their broader lives.”

An Eye-Opening Revelation

Although some fundamental concerns about the practical use of technology impact is adoption, there are more substantial and important issues that are just now coming to the fore.

One of them is that the most widely used meeting management platforms may not be the universal solutions they purport to be. And related to that is the business relationships between some of these companies and vendors such as hotels and restaurants and why some are more heavily promoted than others as “best options” — a practice Dossett says some meeting planners call “pay to play.”

She tells the story of a revelation she made at a Convention Industry Council (CIC) CMP conclave meeting. “I was at a round-table discussion with about 20 other industry colleagues — half planners and half hoteliers — and that topic came up,” she says. “And I made the point that I was really frustrated because I don’t use the major meeting technology platforms…because they don’t meet my needs, and they don’t allow for the many intricacies in planning meetings. And about half the people at the table said, ‘We don’t use them either.’ I was really surprised. And it also gave me a little comfort that I was not alone.”

She adds that her concern is the “pay to play” aspect. In other words, the hotels or other vendors that spend the most on advertising or other promotional fees with these companies are the ones that get recommended, but they are not necessarily the ones that actually best fit the needs of a particular meeting.

“My problem with that is that when you submit an RFP, what you get back — let’s say hotels ranked number one through five — is based on who spent the most money advertising, not the best hotel for your meeting,” Dossett says.

She objects specifically to the failure to disclose that fact with genuine transparency.

“I didn’t even know for a long time that was the case,” Dossett says.

Hotel Wi-Fi

Although a surprising number of planners have their own concerns about technology, there also is an 800-pound gorilla in the room when it comes to the concerns hotels have.

The big one for them is the growing demand for and generally limited supply of bandwidth. And that’s an issue that can lead to serious onsite problems such as the crash of a general session or virtual meeting.

Making matters worse is the fact that many planners do not have a clear understanding of the issue or how to prevent meltdowns.

Chris Bunton, the Bethesda, Maryland-based senior director of event management, the Americas, for Marriott International, is acutely aware of that issue.

He works closely with all Marriott properties, including those in the company’s Convention & Resort Network, which includes the properties that host the brand’s largest corporate meeting clients.

Because of spiking bandwidth demands and the issues related to them, Marriott rolled out a “Wi-Fi Simplified” program that focuses on training meeting sales and event management personnel to understand the issues with bandwidth “and to ask meeting planners the right questions before they ever get onsite,” Bunton says.

The initiative also means that Marriott can give bandwidth use information to planners during and after a meeting, so they can use it to help do a better job of planning their next meeting by knowing exactly how much bandwidth they used and what the peak times were.

For Marriott and Bunton, no technology issue is more important than dealing with the unprecedented and increasing demand for state-of-the-art bandwidth and wireless services that are related to the success of major meetings.

Into the Future

Despite the concerns some planners have about the challenges of technology and its ever more dominant role in the meeting industry, one thing is for certain: it is not going away.

For planners such as Dossett, that means the challenges related to mastering it will become even bigger.

“I think technology is going to become more challenging before it becomes less challenging, mainly because there is just so much of it out there,” she says. “But I also think that in the future, 15 or 20 years from now when the kids just now getting out of college are at the midpoints of their careers, these technologies will be much more accepted and less challenging than they are today for those of us who are older and used to doing things the way we’ve always done them.”

Until then, Dossett says, the basics — like spreadsheets or picking up the phone to communicate something important — are the basics for a reason.

And they never get old or fail to deliver as expected. C&IT

“Higher ed” is alive and well in the meeting planning field as Meeting Professionals International (MPI) has renewed its education agreement with the University of Virginia Darden School Foundation to offer the Certificate in Meeting Management (CMM) program. With the 39 meeting and travel professionals who earned their CMM from the class held last November in Anaheim, California, the total number of holders comes to 1,128 worldwide.

Among those 39 professionals is Megan Tate, CMM, senior manager, finance and events with Petco Animal Supplies Inc. Like all busy meeting planners, Tate had to reconcile her commitment to education with the day-to-day commitments of her job. While she intended to obtain the Certified Meeting Professional (CMP) certification and had been accepted to the program three times, she ultimately decided to pursue the CMM instead. “I found more flexibility in the CMM program, as you’re not studying for a standardized test. You can make it work around your life and work schedule, and that is an easier scenario for me,” she explains. In addition, “I’ve always viewed the CMM as the top-tier designation for the industry. And I think I was right in that after going through the program and experiencing the education, it’s top notch. You can’t get any better than that.”

“More and more I’m seeing companies asking for the CMP at a minimum, and now I’m seeing more asking for the CMM if it’s a more senior person. You used to never see that requirement.”
— Beth Quinn

Nevertheless, the CMP remains the more popular designation, as this certification has the broadest industry recognition and can serve as a precursor to the CMM, a certificate program with designation. PCMA has recently made it easier for planners to find study time for the CMP with the new CMP exam prep app, an add-on to the recently updated CMP Online Prep Course.

“A full online course is the right tool to prepare you for the exam, but when you are traveling, or even on your commute, and have a few moments to reinforce your learning, an app is the way to go,” said Deborah Sexton, PCMA president and CEO, in a statement. According to PCMA, the app allows users to access 500 quiz-type questions to test knowledge, organized by domain and as a scramble, and domain resources including chapter summaries from Professional Meeting Management, one of the recommended texts for the CMP exam. Users also have the ability to connect with other CMP exam-takers via the in-app messaging and message board.

“You study six months or a year, take the test and you’re done,” says Shana Hoy, CMP, CMM, event manager, Husch Blackwell LLP. “But for me to continue my education and stay current in the industry, the CMM was the obvious next step.”

CMM: Advanced Knowledge

Hoy, who also was part of the November CMM class in Anaheim, found a practical value in the advanced education the program affords. Topics include risk mitigation, business analytics and compliance, and strategic negotiation. “What interested me was that it was a higher-level analysis of what I do day to day,” she says. “I came away from the class with a lot of ahas and ‘why aren’t we already doing this?’ It was great information that I could really use in my day-to-day job.” A particularly valuable component of the course was leadership development and evaluation, “Leadership 360.” “They had professionals do an assessment of us beforehand, and we could take a look at (the results). That was really powerful,” says Hoy.

Participants also gain a “big picture” perspective on company financial performance. “We did a whole module on financial statements, how to read through that and glean insights out of the numbers that we were seeing and understand the health of the business,” says Tate. “That’s not something you generally learn in our industry, but it makes you stand out in your role if you understand those types of analytics.” Hoy adds, “You really understand what the C-suite is looking for and how to bring ideas to the table on improving the bottom line.”

Combined, the leadership training and education in company financials serve to prepare a planner to promote changes at the organizational level. “The irony is that as soon as I got back from taking the CMM, I had to reorganize my department. It gave me the business sense, and I would say the courage, to take it on,” remarks Tanya Zuckerman, CMM, CMP, senior manager, communications, live events for Bayer Crop Science Division.

Zuckerman wanted more planning support for better control over the organization’s 80–120 meetings per year that fall under its SMMP (those with 35 or more participants). Currently, Zuckerman is the only full-time planner and oversees a considerable budget. “That alone should shock an organization into making sure their leaders in the meetings area are educated and have business sense,” says Zuckerman, who obtained her CMP in 1996 and CMM in 2012.

Like Zuckerman, Tate also had been seeking to implement a change in her company’s meetings operations. She wanted to incorporate a “robust platform” for virtual and hybrid meetings, something that Petco had only “dabbled in.” Fortunately, in the final project for her CMM, she was able to create a plan for how the company would offer hybrid/virtual events for meeting requests as a formal option. “You have to pick a topic that’s a real-life scenario, not just something you’re dreaming up. And you have to prove why it’s a need in your current role and how you individually are going to be able to implement that,” Tate explains.

Both Tate and Hoy rave about the CMM’s professors, as does Beth Quinn, CMP, GTP, CMM, global travel and meeting professional with FLIR Systems Inc., who was part of the same class. The program “was not necessarily event specific, it was business specific, and so you were learning the financial side and honing your P&L skills. The woman who taught the finance side (Luann J. Lynch, professor of business administration, University of Virginia, Darden School of Business) was amazing,” says Quinn. “She made finance/accounting so interesting.”

Healthcare Meeting Compliance Certificate

On the student side, the CMM’s participants were very diverse, including corporate, association and independent planners, as well as business travel professionals. A newer certificate with designation from MPI is designed for a more specialized crowd: health care meeting professionals. The Healthcare Meeting Compliance Certificate (HMCC) is earned after a four-hour training that also affords four clock hours toward certification or recertification of the Convention Industry Council’s CMP-HC subspecialty. MPI acquired the HMCC program about two years ago, and has since expanded its offerings to include health care webinars, the HMCC Refresher course, the CMP-HC Prep course, and now MPI-MD, a membership community for the health care meetings sector, noted Paul Van Deventer, president and CEO of MPI, in a statement this past April. “We anticipate the MPI-MD advisory council and community will be instrumental in shaping our health care meeting education for years to come.” (Also see page 10.)

Kathy Donovan, CMP, HMCC, associate director, global meetings management at Bristol-Myers Squibb, sits on the MPI-MD advisory council. She earned her HMCC in January. “It’s really relevant to working in the pharma industry and understanding the health care laws and compliance regulations,” she comments. “I’ve been working in pharma for about 12 years now, so I did have a very good understanding of it, but I think it was good to hear from other people in the room about how they’re managing it within their own organization.

“We work very closely with the transparency team in our organization, and I think it’s helped me better understand what they have to do when they go and report (under the Physician Payment Sunshine Act). When I’m in conversations with executives, I’m definitely more knowledgeable about the process and criteria than I was before.”

Donovan notes that it also was very helpful to hear from the suppliers in the class and that it’s easier to negotiate with hoteliers who understand compliance. However, there were quite a lot of suppliers taking the course, she says: “I would have liked to have seen the ratio of planners to suppliers be a little more equal. I would have liked to talk to the planners more about how they’re working in their companies and what type of reporting they have to do.”

MPI Academy

MPI’s new MPI Academy, which encompasses all of the organization’s learning and professional development opportunities, began offering CMP-Healthcare Certification Boot Camp last fall, and will launch the Healthcare Meeting Compliance Certificate Refresher in October. The latter is a webinar designed to keep HMCC recipients abreast of constantly changing health care meeting compliance regulations, cross-border compliance and other health care trends. Endorsed by Saint Louis University, the refresher is required every two years to maintain the HMCC and related seal of endorsement.

Toward helping planners prepare for the CMP Exam, the academy offers a Meeting Essentials program designed for novice and mid-level professionals.

In addition, the MPI Academy has expanded the menu of certificate programs well beyond the CMM and HMCC, to include the following:

Sustainable Meeting Professional Certificate. The SMPC is built around learning and using the Sustainable Meeting Planning Program (SMPP), the only sustainable meeting planning tool independently certified by iCompli Sustainability, a division of BPA Worldwide, the premier sustainable meeting planning audit firm in the U.S. for ISO 20121 and APEX/ASTM compliance.

Sustainable Practitioner Certificate. The SPC Program is an interactive training session that covers the basics of sustainable meetings, how to create a sustainability policy, measurement, reporting and more.

Meetings and Events at Sea Certificate. Presented in partnership with the Cruise Lines International Association, this certificate course is an interactive session that “explores the advantages of hosting events on cruise ships compared to traditional venues,” according to MPI.

Meeting Fundamentals. Granting six clock hours toward CMP certification credit, this certificate course covers basics such as how to create meeting blueprints, develop meeting budgets, prepare requests for proposals (RFPs) and conduct site inspections.

Planners’ opinions on this “proliferation of certifications” vary. Some feel it dilutes the value of having certifications. “I think it diminishes the status of having just your CMP when you can be certified in every area,” Donovan says. “When I first got my CMP, I was (part of one of the earliest classes) and I thought it was really special. You really had to study and go sit for this exam, and it meant something when you got it.”

Similarly, Tate observes, “There used to be a time when having these professional designations held a lot of weight, that you had a long tenure in your profession, that you had invested the time and effort to achieve these certifications. And now there are so many of them that you can achieve in such a short period of time without a lot of effort that it can be hard to (distinguish) the ones that are really valuable from the ones you can get in a day.”

Other planners are less troubled by the proliferation of certifications and certificates, and see the value in the varied, targeted education that’s being offered by MPI. “I would say that any way that we can share information and educate is a positive thing,” says Hoy. “There’s a large gamut in our industry, from administrative assistants to full-time planners. So I think providing an opportunity for education is never a negative thing.”

Zuckerman adds, “If you have a need in a specific area, I think anything they can offer to help educate and grow people in their positions is beneficial. I don’t think it takes away from the CMP or the CMM.”

Meeting Fundamentals Debate

Zuckerman also sees a valuable niche for Meeting Fundamentals, which is the most controversial new certificate program in that it is essentially a general certificate in meeting planning after a mere six hours of education. While she handles all meetings of 35 attendees or more, there are many employees in the Bayer Crop Science Division organization who plan smaller meetings, and Meeting Fundamentals might be useful for them, she suggests, as long as there is no pretense that it is on the level of the CMP.

Similarly, Donovan says that she can see some of her team members finding value in Meeting Fundamentals, “because they’re in more of an administrative role, and to understand what everyone else is doing (on the team), I think would be a benefit.”

While Hoy and Tate agree that a relatively quick survey of the basics of planning can be helpful in some cases, they both question the conferring of a certificate for that level of education. “We talk so much in the industry about how we elevate our profession, and when you offer a certification that any admin or anyone who dabbles in meetings can accomplish and then you liken what they have achieved to what we do on a daily basis, it doesn’t help anybody,” Tate holds.

Whether the new certificate programs pan out in the long-term remains to be seen. GBTA’s Strategic Meetings Management Certificate (SMMC), for example, appeared quite useful and responsive to an industry trend, yet has been discontinued. “It was very purchasing-specific,” Quinn observes. “If you didn’t sit in a purchasing department and run your meetings program, that certification did you no good.” She believes that MPI’s CMM program also was struggling to draw registrants, and so it was consolidated with GBTA to also draw travel managers.

Travel Managers

Interestingly, it is much more common for travel managers to oversee both a company’s meetings and business travel than it is for a meeting planner to be in that dual role, Quinn adds. Perhaps that’s why travel managers tend to receive more respect in corporate America than do meeting planners.

“A lot of people think that if you can plan a 3-year-old’s birthday party you can handle a 200-person international sales meeting, and unfortunately in talking to people in other locations and other companies, (I see) that’s kind of proliferated across the board,” says Quinn.

However, the growing awareness of the CMP and CMM among hiring managers reflects an understanding of the profound skillset that meeting planning encompasses. “I review profiles on LinkedIn to see if I’m missing some education that companies are looking for. More and more I’m seeing companies asking for the CMP at a minimum, and now I’m seeing more asking for the CMM if it’s a more senior person,” she notes. “You used to never see that requirement, and I would say in the last eight years I’ve started seeing it more and more.”

That’s an encouraging trend for planners who hold CMMs, and for those who aspire to it. C&IT

For any meeting planner or attendee who watches the evening news or reads a major newspaper, it’s well known that cybersecurity breaches have become a regular occurrence, often carrying with them severe consequences. So it’s surprising, experts say, that planners and attendees do not fully comprehend the unique vulnerabilities they face at an offsite event.

And given the constantly rising level of cyberthreats, the experts say, they need to become more aware and better prepared.

“The risks involved in meetings and conventions — and traveling in general — have actually grown at a faster rate than any other sector.”
— Alan Brill

“What we’ve seen in the last few years,” says Alan Brill, the Secaucus, New Jersey-based senior managing director at global security firm Kroll, “is that hacking of personal and financial information has gone from being shocking and unusual to the point where even a hack that gets the information of hundreds of thousands of people (is almost) not even newsworthy simply because it is so common now. Today, hacking is just a fact of life.”

Beyond that, Brill says, “The risks involved in meetings and conventions — and traveling in general — have actually grown at a faster rate than any other sector.”

Wi-Fi Networks

At the center of the issue for meeting planners and hosts is the simple fact that hotel Wi-Fi networks are infamously vulnerable. “If you’re logging into a hotel’s Wi-Fi network, that really opens you up for something to happen,” says Vivian Marinelli, senior director of crisis management services at consulting and research firm FEI Behavioral Health in Milwaukee, Wisconsin.

Her expert advice: Never use a hotel’s free Wi-Fi network for a meeting or event. “Most people believe it is secure,” she says. “And it is not.”

The irony, of course, is that free Wi-Fi has been among the most in-demand amenities requested by budget-conscious meeting planners ever since the recession of 2008–09. And today, free Wi-Fi is increasingly available — and risky.

Hotel Information Systems

Last year, security firm Cylance discovered and exposed the serious vulnerability in some models of the commonly used ANTLabs InnGate Internet router found in hotels around the world. In some cases, Cylance found that the router was integrated with the hotel’s property management system (PMS), meaning a hacker could strike gold with all data in the hotel’s information system, including credit card numbers and the property’s door-locking system.

ANTLabs released a security patch soon after Cylance released its report.

But, says Cylance’s Irvine, California-based security researcher Brian Wallace, “We did not receive a copy of the patch from ANTLabs to verify that it’s actually valid.”

Of course, such a revelation raises an obvious question: Why can hotels not eradicate the risks of hacking? And the answer is disappointing, if not surprising. “In general,” Marinelli says, “the hackers are always going to be smarter.”

Brill is even more direct. “The honest answer to why the hotel chains cannot eliminate the risk is that the problem is not one that can be solved,” he says. “The bad guys are just too good at what they do. And they always find a way to stay ahead of the technologies that hotels and other venues like convention centers are using. That’s why an understanding of the level of risk and doing your due diligence is more critical than ever for meeting planners and attendees.”

Risks and Vulnerabilities

For meeting planners, there are three basic levels of risk involved in holding a meeting in a hotel. The first, oddly enough, is simply the fact that you are in a hotel.

“Hotel companies have been the subject of a huge number of data breaches in the recent past,” Brill notes. “The series of incidents at companies like Wyndham or Hyatt or any of the other major brands are well known now. And hotel chains get hit because they are great targets; they tend to have so many customers and as a result, so much information available. And beyond that, there is also the perception that hotel customers, especially for meetings and events, are more affluent and therefore the information that can be stolen is more valuable.”

The second risk category is the property Wi-Fi network. “It has become so easy to set up a phony Wi-Fi hot spot and make it look legitimate that it’s almost expected at this point that if you use free Wi-Fi, you’re going to get hit at some point,” Brill says.

But instead of most people being aware of that reality, Brill says, their perception and attitude are the exact opposite. “So many people just say, ‘Oh, I know all about those scams and the risks of Wi-Fi. I’m not going to fall victim to them because I’m either going to do my browsing on my phone, or I’m going to use my personal phone as a hotspot and the only thing I’m going to allow myself to connect to is my own network.’ The problem with that is that the bad guys have the same technology that the good guys do.”

The best-practice solution Brill recommends to meeting planners is to use their own encryption for their events. Do not rely on the assumption that the encryption provided by your technology vendor is secure and safe, he stresses. “Unless you have your own encryption,” he warns, “you are likely to get in trouble at some point.”

Marinelli and Wallace wholeheartedly concur with that assessment.

Virtual Private Networks

The good news is that a readily available, easy to use and inexpensive solution is available — a virtual private network (VPN) that is set up and managed only for your event and your people.

However, Brill adds, it’s important to not only arrange for a VPN, but it’s also vital to instruct attendees before the meeting on its availability and how to use it.

“When the meeting planner sends out information about the meeting — about the hotel or the agenda or things to do in the destination — he or she should also inform attendees that there is a risk and tell them that as soon as they connect to the internet onsite, they must immediately initiate their VPN. And (the planner) should also inform attendees of how to do that and who the company’s vendor is for the event.” Brill adds that planners also can easily provide a link to an article that tells attendees how to set up their VPN and use it properly.

Given the ever-increasing cybersecurity threats at meetings, Brill says he is surprised that so few meeting planners set up a VPN and clearly instruct attendees what it is and how to use it. That is one area of planner due diligence that must be dramatically improved, he says.

Wallace goes even further and says that if highly sensitive information is being presented and reviewed at the meeting, a planner should skip wireless technology altogether and use an old-fashioned, hard-wired system for internet access. That is much more secure, he points out. “Essentially a hard-wired, dedicated internet connection decreases the attack surface to the maximum extent possible,” he says. “It’s a physical connection. And that is a lot harder to compromise.”

For her part, Marinelli stresses the issue of geography. “If you are traveling to certain parts of the world, such as Asia, there is now a suggestion that you take temporary devices issued to you just for that trip and not the devices you use every day,” she says. “And that recommendation is made because the risk of malware and other cybersecurity threats is even worse in some parts of the world than it is in the U.S.”

Her other caution is to attendees at meetings anywhere, including the U.S. “Be careful of what you do online,” she says. “For example, never do your online banking while you’re sitting in your hotel room, even in the U.S. If you do that, you are definitely opening yourself up to serious vulnerability.”

Temporary Credit Card Numbers

The third and final level of specific risks that Brill invokes is credit cards — and especially those being used for a meeting or event. Their unique vulnerability should be universally comprehended by now, he says. But again, he says, the solution is simple.

“Some credit card vendors allow you to generate a one-time card number,” Brill says. “So, you can have a card you only use when you’re traveling to pay for your hotel. And now several banks, including Bank of America, offer that kind of more secure credit card technology. But unfortunately, most people have never heard of it, even though the technology has been around for years. But that kind of solution is something that more meeting planners and the companies they work for should become familiar with.”

How it works: When it’s time to check out of your hotel, you contact your bank and have them generate a one-time credit card number specifically related to the payment of one transaction in a specific amount. “The card number is only usable for that one transaction,” Brill says. “And that means that even if that card number is somehow stolen after that transaction, it’s useless because the card number is no longer any good.”

The Next Frontiers of Risk

As hackers get better at their work and identify more areas of onsite vulnerabilities at meetings, the risk level for planners and attendees will continue to rise, the experts say.

An emerging threat, as a result of their increasing use, is kiosks that assist with functions such as registration. They carry a high level of inherent risk, Wallace says. Like gas pumps, which are easily compromised with a small device, kiosks are uniquely vulnerable.

“They are computers that are essentially left out in the open,” Wallace says. “So that means someone could just walk up with a USB stick that can insert code into the computer and get access to what’s in the machine.”

An issue Brill finds both interesting and concerning is the fact that technology providers now work more closely with hotels to provide solutions that enhance “the guest experience.” At the same time, however, they are sometimes potentially putting guests more at risk.

One example: keyless entry via your smartphone. “That kind of new technology means that data security becomes even more important, because that data security issue now includes physical access to your hotel room,” Brill says.

In effect, he says, such innovative technology represents a sort of Pandora’s box that has not been opened yet. And the more common that technology becomes, the greater the risk.

The security-related technology that most interests Brill in that context is the use of biometrics, such as a fingerprint.

“What’s interesting about that issue is that the challenge is not going to be technology,” Brill says. “The challenge, or the problem, is going to be privacy. For example, those systems that use fingerprints convert your fingerprint to a digital signature. So the question then becomes what if someone steals your fingerprint? And that’s an issue that no one can predict the outcome of yet.”

Yet another area of unknown but potentially serious risk is the use of electronic, universal pass keys to hotel rooms by employees such as housekeepers. That technology represents yet another Pandora’s box, because it’s reasonable to assume that someday, hackers will gain access to all of the rooms on an entire floor — or floors — of a hotel. Few planners have likely ever pondered the possibility of attendees returning to their rooms at the end of the day to find them looted.

Such potential scenarios require ever more due diligence from planners, Brill says.

His advice: “Ask your hotel what their security protocols are when it comes to access to guest rooms and meeting rooms. But if they give you that too quickly and easily, that could be a bad sign, because it could mean they recently gave it to a bad guy who claimed he was interested in setting up a meeting in the hotel.”

Planners Paying More Attention

The most fundamental challenge facing meeting planners, Marinelli says, is that solutions to security vulnerabilities are not available. “The problem,” she says, “is that not enough people who go to meetings think about them often enough.”

Put simply, she believes — and Brill agrees — that many meeting planners are unaware of the risks they face. “It doesn’t surprise me though,” Marinelli says. “The reason is that although there is more media coverage of cyberattacks, most people feel relatively safe. But the reason most people feel safe is just because they are not aware of how serious the risk of a breach actually is.”  C&IT

The choices are many for mobilizing attendees to and from the airport, and between their hotel and other sites at the destination. Mass transit, cabs, car rentals and the numerous companies that offer private shuttles and buses are the traditional pieces to the puzzle of ensuring logistical convenience while respecting the meeting budget. The latest “piece” is the ride-hailing phenomenon, mainly represented by Uber and Lyft. The use of these services in lieu of cabs from the airport is on the rise, planners have observed.

“We’ll do shuttles for those core hours, and then if you ride outside of those core hours, we allow people to use Uber or taxicabs.”
— Judy Anderson

Ride-Hailing Services

“I’ve definitely seen more people using Uber versus a cab, especially younger attendees,” says Jennifer Squeglia, CMP, owner of Warwick, Rhode Island-based RLC Events. And surprisingly, sometimes attendees will even prefer Uber and Lyft to company-arranged transportation. Sue Klick, meeting manager at Medtronic in Santa Rosa, California, noted that at the company’s recent physician-attended meetings, sales representatives have been forgoing car service in favor of Uber. “It just happened recently for a program I was working on that the salesperson said, ‘Don’t worry about that I’m traveling with doctor so-and-so and I’ll just call Uber.’ It actually surprised me that they would turn down the car service,” says Klick.

Not only meeting attendees, but also the hospitality industry is welcoming the sharing-economy approach to ground transportation. Hilton Hotels, for example, recently integrated Uber service with its HHonors app, allowing guests to order an Uber directly via the app and view their hotel stay information on the app en route to the hotel. The app is the next development of a partnership with Uber that began last September with the Local Scene and Ride Reminder feature on the HHonors app.

Companies that set up a corporate account with Uber can accrue savings in comparison to cabs and private cars; Uber indicates that its rides are “up to 40 percent cheaper than a taxi.” From another perspective, however, the service quality of Uber and Lyft compared to private cars and shuttles, especially when VIPs and clients will be the passengers, can be a source of concern.

Pre-Arranged Transfers

Moreover, some attendees will expect pre-arranged transportation once they arrive at the airport. “Our attendees are at the level where they typically expect that when they arrive at the airport and get their bags that they should immediately be transferred,” says Teri Abram, president of Dallas, Texas-based EventLink International. “So in order to make sure there are enough transfers available at a set cost we typically have to pre-arrange versus (letting them use) Uber and Lyft.”

Coordinating those transfers can be a matter of weighing optimal convenience versus cost. Ideally, one shuttle per arriving flight is assigned, even if two flights are arriving at the same time. “I do tend to get two vehicles in that situation, in case one of the flights is coming in early or late, just so nobody has to wait,” Squeglia says. “So most of the time, I work with the clients that will support that, because it is just a better guest experience.”

Money also can be saved by restricting the pre-arranged service to core hours. “For our conferences, we provide transportation for our attendees, but it gets quite expensive so what we’ve done is taken the manifest (the flight schedule for the group), and we only provide transportation for the core hours,” says Judy Anderson, CMP, director, meetings and travel for Grapevine, Texas-based GameStop. “We’ll do shuttles for those core hours, and then if you ride outside of those core hours, we allow people to use Uber or taxicabs.”

An alternate approach that may be workable for some meetings is to offer attendees the option of purchasing car service from the company’s preferred provider to and/or from the airport, as real estate company Keller Williams has recently started doing for its annual convention, the “Family Reunion,” which brings in about 10,000 associates.

“We have partnered with a transportation company to sell tickets online that attendees can purchase round trip or airport transfer, $20 each way,” says Mindy Grubb, executive director of events for Keller Williams. “It’s been a slow takeoff, but we’ve been advertising it with our marketing materials. The arrivals aren’t as popular but the departures are very popular. We try to compare it to a super shuttle, and it is a cost savings for them compared to that.”

Partnering With Suppliers

Whatever the strategy in providing pre-arranged transportation, partnering with the right company helps to ensure success. Resources for sourcing these suppliers including hotels, CVBs, colleague planners and even transportation companies used in other cities. “They will often have opinions on who they would recommend in a different city,” Abram notes. “We really try to reach out to our whole network, and oftentimes the same names start coming back to us. So we would weigh heavily if we get referrals from several people for the same company and they’re very cost competitive.”

For Squeglia, the hotel is an especially good resource in cases where her client does not already have a preferred transportation provider. “My first point of contact is my hotel conference service manager. I ask them if they have an alliance with a preferred transportation company,” she explains. “Because I find that when you hire a transportation company that is preferred by the hotel, the company is very familiar with the hotel (in terms of) where they stage, depart from, drop off, etc. Some of them will also have agreements with the hotel so your transportation charges can go on a master account, which for some clients is great because then all the billing is in one place versus having all these different costs.”

Managing Costs

Facilitating budget management is a big plus for any provider, and Anderson has utilized CMAC Transportation for seven years in part due to this quality. “I think the most important thing is relationship and trust. I know I can trust CMAC to get us quality transportation when and where we need it, and I also trust in the quote that they provide upfront,” she says. “Normally when you get the quote from the transportation company it’s going to vary so much from when you get the actual bill that it could even be double. They also make suggestions on how to minimize my costs, such as using them on core hours and then having Lyft and taxis on the shoulders.”

Toward managing costs, Squeglia also suggests that planners be clear on when the billable time starts. “Does it start when the vehicle stages at your event or when it leaves the depot? I find it used to be the depot, but most times these days companies will start the clock when they actually stage for the event,” she says.

One of Klick’s preferred companies is Savoya, whose billing practices are an especially good match with Medtronic’s reporting needs under the Physician Payments Sunshine Act, she indicates. “They give us the most fabulous spreadsheet and breakdown of all the numbers and all the attendees. They’re able to provide the level of detail that we need,” she says.

First Impressions

Another consideration is the kind of impression the company will make on the attendees, particularly when they arrive at the airport. Well-maintained vehicles and friendly, timely drivers reflect well on the host company that hired the service.

Grubb, who works with Atlanta, Georgia-based destination management company Scout Local for Keller Williams’ transportation needs, notes, “The first thing we look for is the vehicle cleanliness and that the drivers are well groomed, because that’s the first thing attendees see when they get out of the airport. That’s the first representation of Keller Williams for our events, so I want to make sure (the transportation provider) represents the No. 1 real estate company in the best way.”

The same point applies to meet-and-greet staff. “Typically the ground transportation company will provide meet-and-greet staff, and they’re at the baggage claim area with our logo sign,” says Abram. “And when you’re arriving, that’s usually the first touch, so I think it makes a big difference if there’s a friendly face and a ‘come right this way’ etc. It sets expectations for the conference.”

Offsite Events

Apart from airport commutes, the other major area of ground transportation is of course offsite events, and here a little strategy is called for in vehicle usage. For short distances of about 5–10 minutes, multiple runs with towncars, vans or minibuses work well, while buses are typically used for longer trips. But a combination of the two sometimes can be advantageous. “A common type of motorcoach holds about 55 passengers, and (even if that accommodates the entire group), you do not want to hold up one bus for maybe two people who are running late,” Squeglia explains. “So I like to have a larger vehicle and then maybe a van, just so that I have that flexibility. For example, if a guest at the event is not feeling well or they have to get back (to the hotel), then it is nice to have that smaller vehicle.” Thus, if 200 attendees need to be transported, for example, three 55-passenger vehicles and two 30-passenger ones would offer more flexibility than four of the larger ones.

Buses do not usually evoke luxury, but in fact “most of these companies have very plush and luxurious buses in all different size ranges,” Klick observes. “They’re well appointed, and the seats are very comfortable.”

A step up is the double-decker bus, which really gives attendees a sense of the city as they head to and from their offsite event. For a client meeting in Chicago, Abram is considering that option. “The venue is at a location where we’ll be going by a lot of landmarks in Chicago, so we can highlight the city along the way,” she says. “They are more expensive, so it depends on the budget.”

Shrink-Wrapped Buses

A potential way to offset some of the transportation cost is to use buses as a sellable sponsorship opportunity for vendors. GameStop has some of its buses custom wrapped either with its own logo and content or with vendors’ images, which “will cover the cost of the wrap as well as some of the transportation,” says Anderson. “We’ll give our vendors the specs, and they’ll drop in their imagery. Then we’ll give it to CMAC, they’ll have it produced, wash the bus and the whole wrap shrinks to the bus. And we’ll use the wrapped bus as often as possible.” She adds, “I don’t think that a lot of companies know that they can do this; it’s a minimal cost compared to what we’ll get out of it for the sponsorship because the vendors are getting exposure not only at the event but also to and from the airport.”

Onboard Presentations

Long motorcoach trips are also opportunities to show attendees videos and make presentations. “We make sure all of our buses have video player and audio. And instead of having someone speak on every bus and have inconsistent messages, what we do is create videos,” says Anderson. “Some of them might be created by the vendors (e.g. PlayStation, Xbox, Nintendo, Activision). If the vendor sponsored that bus, we’ll give them the opportunity to give us a video to put on the bus as well as corporate messaging.” It is advisable to avoid videos or presentations with heavy business content on the ride to the hotel, as participants may not be in the most lucid frame of mind after a long flight and navigating the airport. “We show engaging, fun videos, something that pumps them up and gets them excited and ready for when they arrive at registration,” says Anderson.

Public Transit

It should be noted that public buses are improving in many cities where the tourism industry is strong. In May, Anaheim, California’s Anaheim Resort Transportation (ART) unveiled a new and original design for its bus fleet. The colorful bus wraps express the theme “The ART of Connecting the Dots,” and have been introduced on its state-of-the-art electric buses. ART’s fleet of 82 electric and natural-gas vehicles traverse 21 routes and have reduced congestion in the city’s resort area, stopping at popular locales such as the Disneyland Resort, Knott’s Berry Farm, Angel Stadium and Honda Center.

Connecting the Dots

Uber and Lyft are certainly game changers as attendees now have a particularly convenient way of handling their own transportation. But corporate planners will oftentimes still need to “connect the dots” when it comes to arranging ground transportation with suppliers. And for that, partnering with the right supplier makes all the difference. The criteria are many, including their ability to deliver value and cost-saving strategies; the professionalism and demeanor of their drivers; the condition and variety of their vehicles; and the quality of their referrals.

“Once you find a vendor that you like, and you continue to have that relationship, do a multiyear agreement so that you can perhaps get a discount,” Grubb suggests, or at least concessions such as complimentary airport transfers for staff or VIPs. In addition, “we still go out for RFP every three to five years to make sure we’re getting the best bang for our buck. You want to make sure you keep your preferred vendors on their toes, too.” C&IT

A rendering of the Austin Taco Project, one of the two new restaurants opening at the newly renovated Hilton Austin.

Meeting planners are drawn to new and renovated hotels for a myriad of reasons. “New space offers an exclusivity factor to the attendees by allowing the group to be the first to experience the hotel,” says Susan Abbate, owner and event planner at Abbate & Associates in Oak Park, Illinois. “There is sometimes a cost benefit associated with being the first group at a hotel. The newness of a new hotel or renovated space enhances the guest experience through hotel rooms and amenities. From a meeting perspective, having new or renovated meeting space helps in the selection process when looking at multiple options. Knowing a space has been renovated can give it an edge.”

New spaces are a draw for the guests and a way to add some cachet to the event. “If you are in a renovated space that guests have seen before, they also might be interested in seeing how things have changed and been upgraded.”
— Christina Taylor

Christina Taylor, president and CEO at TaylorMade Experience in Silver Spring, Maryland, says new spaces are a draw for the guests and a way to add some cachet to the event. “If you are in a renovated space that guests have seen before, they also might be interested in seeing how things have changed and been upgraded,” Taylor says.

Every new or renovated hotel may have a few issues arise at the onset of their opening or reopening, so it is important that corporate meeting planners do a walk-through so they are familiar with the space.

“The rules are important,” Taylor says. “Know if you can use an outside caterer or if you have to use the in-house company, know the time you can get into the space for setup, know where the coat check and restrooms are located. Being an expert on the space is key.” At a recent corporate event that Taylor organized at a renovated venue, they said that they could not serve dark beverages on the reception floor — no red wine or dark soft drinks because the tile of the floor would stain if something spilled.

“Knowing that and managing client expectations is key,” Taylor says.

Indeed, Karen Shackman, president of Shackman Associates in New York City, adds that there are key advantages to hosting an event in upgraded facilities. These include advanced technology capabilities, healthful and mindful amenities, and new approaches to food and beverage menus.

“For example, many of the new hotels in New York City are focused on providing healthy farm-to-table options and unique craft cocktail menus that millennial destination meeting attendees are seeking,” Shackman says. “Millennial attendees don’t want traditional touristy activities after hours, and many of New York City’s new hotels are opening in hot neighborhoods like the Lower East Side, Tribeca and Brooklyn. Attendees are closer to more after-hours venues that provide them the opportunity to experience the city like a local.”

Florida Gems

Brenda Randolph, event specialist at Marketsource Inc. in Alpharetta, Georgia, also understands the inherent benefits of orchestrating a meeting at a renovated hotel. Hammock Beach Resort in Palm Coast, Florida, has been her company’s leadership meeting location for the past eight years. “The value, commitment and partnership that stems from the superior team they have onsite from the sales team right down to the banquets team for implementation of our vision has always brought us back to this great resort.”

The hotel has partnered with Marketsource to host executive meetings for the company’s clients — from groups as small as 15 people up to their 225-person leadership meeting.

Hammock Beach Resort, managed by Salamander Hotels & Resorts, is undergoing significant improvements, which include the renovation of its lobby, remodeling of its one-bedroom villas and also meeting facility enhancements. The Hammock House, the popular halfway stop on the resort’s famed Ocean Golf Course, is also being expanded. The renovation will be completed in stages and finished in its entirety by Labor Day 2016.

Opening in mid-2016 on Northwest Florida’s Gulf Coast is another Salamander property: the Henderson Beach Resort, situated in Destin along one of America’s top beaches and also adjacent to the 208-acre Henderson Beach State Park. Guests of the luxurious hotel will enjoy nearly two miles of beach renowned for its white powdery sand and emerald-green water. The property features a grand seaside hotel called The Henderson, which has 170 guest rooms and suites, a nature-inspired spa, Gulf-to-table cuisine and 10,000 sf of meeting space.

In 2017, Starwood Hotels & Resorts will open its latest Le Méridien in Dania Beach, Fort Lauderdale, following an expansive $30 million renovation and conversion of the hotel. This most recent opening follows on the heels of other recent openings in Charlotte, Chicago, Columbus, New Orleans, Tampa and Indianapolis. Le Méridien Fort Lauderdale will offer an expanded fitness center, a renovated outdoor pool and 20,000 sf of state-of-the-art flexible meeting space.

The new Hilton in West Palm Beach, Florida, is teeming with opportunities for productivity and relaxation. Directly accessible to the adjacent Palm Beach County Convention Center, Hilton West Palm Beach offers the perfect setting for conventions, trade shows, meetings and social events. State-of-the-art amenities include an expansive fitness center, curated art program, and poolside bar and grill, along with a wealth of dedicated function space. The Palm Beach County Convention Center features a 100,000-sf exhibit hall, a 22,000-sf ballroom and 21,000 sf of flexible breakout space divisible into 19 rooms.

Meeting and event guests visiting the new Loews Sapphire Falls Resort this summer at Universal Orlando will walk into a colorful Caribbean hideaway built around a lush, tropical lagoon and towering waterfall. The new Caribbean-themed resort will offer 1,000 rooms and 115,000 sf of meeting space, including a 41,000-sf ballroom divisible into 12 sections, a 31,000-sf hall, 16 breakout rooms and 27,000 sf of prefunction space. Planners also can utilize 11,000 sf of beautifully landscaped outdoor function space.

Need even more space? Loews Sapphire Falls Resort will connect to Loews Royal Pacific Resort by a walkway creating a massive meeting complex with a total of 2,000 rooms and more than 247,000 sf of meeting space between both properties.

Southern Charm

The remodeled Gaylord Opryland Resort and Convention Center in Nashville, Tennessee, features freshly remodeled guest rooms and suites, a completely redesigned Cascades lobby with VIP check-in area, a convention center and a 20,000-sf spa and fitness center. In addition to the 600,000 sf of meeting and convention space, attendees can explore nine acres of shopping, entertainment, dining, indoor gardens, cascading waterfalls and an indoor river on a charming Delta flatboat.

Another Southern gem, the 30-story, luxurious Omni Louisville Hotel in Louisville, Kentucky, will embrace the Southern charm and hospitality of Louisville while celebrating the city’s historic delights.

Set to open in early 2018, the Omni Louisville will be the tallest hotel in Louisville and will be located one block from the Kentucky International Convention Center. As the cornerstone of the area’s eclectic retail, entertainment and office district, the hotel will boast luxury guest rooms and expansive apartments. In addition, the hotel will offer approximately 70,000 sf of flexible meeting and event space. Meeting and convention attendees will have access to an additional 300,000 sf of meeting and exhibit space at the Kentucky International Convention Center.

A Southwest Feel

In Austin, Texas, the Hilton Austin, located directly across the street from the Austin Convention Center, announced the beginning of a multimillion-dollar transformation initiative that will include a full renovation of the hotel’s lobby, public areas and meeting space, as well as the launch of two new restaurant concepts, and a flexible event venue — to be completed by the end of the year.

With 801 guest rooms, including 81 concierge-level rooms and 25 suites, the Hilton Austin is the largest hotel in the city and features the largest ballroom in Austin. The hotel offers a total of 80,000 sf of meeting and event space. The Governor’s Ballroom and the Austin Grand Ballroom are each divisible into five different rooms to accommodate individual group needs, and both ballrooms flow into ample prefunction space and breakout rooms. The property’s wraparound prefunction space offers floor-to-ceiling windows and views of downtown.

The Reverbery, which opens in the Hilton Austin in late summer, offers an “Austin-cool” recording studio vibe, with flexible indoor and outdoor space and specially designed food and drink menus. The Austin Taco Project — a craft beer and fusion taco bar — opens late fall and features a streetfront patio just off Austin’s music “Main Street.” Also opening late fall will be a 3,000-sf Starbucks, one of the first in Texas to offer Starbucks Evenings menu. All the renovations come on the heels of a $23 million upgrade to the hotel’s 801 guest rooms, suites and executive lounge that was completed in 2014.

Scheduled to open in 2017, the Omni Frisco Hotel in Frisco, Texas, will be a full-service upscale hotel and serve as a cornerstone of the mixed-use development, which will be anchored by the Dallas Cowboys World Headquarters and the Ford Center. The publicly owned, 12,000-seat multipurpose event center will be used to host various activities and special events. The Dallas Cowboys also will use the event center as its training facility.

Starwood Hotels & Resorts recently announced that it is expanding its ever-popular Aloft brand and has opened its first hotel in Scottsdale, Arizona. Conveniently located in the heart of downtown Scottsdale’s vibrant entertainment district, Aloft Scottsdale features 126 spacious rooms, state-of-the-art technology for meetings and events and an energetic social scene.

Offering sweeping views of Camelback Mountain, Aloft Scottsdale boasts an ideal location and offers easy access to nearby art galleries, boutiques, a wide variety of restaurants and the Scottsdale Waterfront.

Midwest Meetings

In the heart of downtown Milwaukee, Wisconsin, Starwood Hotels & Resorts will introduce The Westin Milwaukee in August 2017 with 220 guest rooms and stunning views overlooking Lake Michigan and the downtown skyline. The hotel also will feature 9,000 sf of meeting facilities, a unique fine dining restaurant and lobby bar.

With more than 15,000 sf of multi-purpose space, the new Hyatt Regency Bloomington-Minneapolis accommodates a variety of meeting and event needs. From the stylish grand ballroom to smaller breakout rooms, to high-tech executive boardrooms, all spaces are equipped with the latest state-of-the-art technology. Designed to foster connections and act as an energizing, dynamic space, the hotel has 303 guest rooms, 14 expansive suites, and is located close to the world-renowned attractions of Mall of America.

Denver Delights

Opening in 2018, the Gaylord Rockies Resort and Convention Center is located minutes from Denver’s airport in the rapidly developing city of Aurora. In addition to offering more than 1,500 guest rooms, the resort will boast 485,000 sf of extraordinary meeting and convention space, as well as 20,000 sf of outdoor covered space. Teeming with rustic alpine charm, the resort also will feature first-class restaurants, a luxurious spa and salon, diverse shops, winding waterways and access to the Rocky Mountains, making this retreat an adventurous option for meetings and events.

Also located in Aurora is the new Hyatt Regency Aurora-Denver Conference Center. This IACC-accredited hotel features 249 guest rooms and suite accommodations, and more than 36,000 sf of meeting and event space including 15 meeting rooms, 20,000 sf of traditional meeting space, an 11,750-sf Grand Ballroom as well as approximately 4,000 sf of outdoor terrace space.

Las Vegas Developments

One of the most sweeping recent renovations on the Las Vegas Strip took place at MGM Grand, which spent $160 million on a full remodel. Its 3,570 grand king and queen guest rooms have been updated in bright, contemporary designs. All of the MGM Grand remodels include environmentally friendly updates, such as LED lighting, solar shades and biodegradable bath amenities.

Another MGM Resorts International property, Mandalay Bay Resort and Casino is a unique destination resort set on 120 lush acres on the Las Vegas Strip. Its recent renovation included the redesign of more than 3,000 guest rooms and suites. Mandalay Bay Resort offers three distinct hotel experiences: Mandalay Bay, reflecting a modern tropical ambience; Four Seasons Hotel, a AAA Five Diamond hotel-within-a-hotel, offering 424 newly remodeled rooms and suites; and the stand-alone luxury all-suite Delano Las Vegas. Earlier this year, Mandalay Bay completed an expansion of its convention center, which now boasts more than 2 million sf of meeting and exhibit space.

Likewise, Caesars Entertainment recently announced plans to upgrade more than 4,800  hotel rooms at four of its Las Vegas resorts, and more than 900 rooms at three regional casinos totaling more than 5,700 owned or managed rooms across the enterprise.

These resort upgrades include the transformation of the original tower at Caesars Palace to create the Julius Tower as well as the refurbishment of the resort’s Augustus Tower. Additional room upgrades will include Planet Hollywood Resort & Casino, Paris Las Vegas and Harrah’s Las Vegas. Regionally, Harrah’s Gulf Coast, Caesars Atlantic City and Horseshoe Tunica also will complete room upgrades.

East Coast Events

Set to open in September 2016, the Trump International Hotel, Washington, DC, will offer a total of 38,000 sf of meeting and event space, including an opulent 13,200-sf grand ballroom. The company’s $200 million redevelopment of the Old Post Office will feature 263 richly furnished guest rooms and suites, among the largest luxury rooms in Washington, DC, with lofty ceilings, soaring windows, beautifully restored historic millwork, and glittering crystal sconces and chandeliers. The three extraordinary Presidential Suites at 2,500 sf, 3,500 sf and 6,300 sf will be among the largest in the country. The awe-inspiring grand ballroom will capture the Trump brand’s elegance and detailing, with European influences, and be ideal for meetings, conferences and events.

Hawaii Bound

To meet the unique needs of its guests, the DoubleTree by Hilton Alana Waikiki recently completed a renovation of its meeting space to accommodate 200 guests for meetings or catered affairs.

The remodeling project of the function space includes the newly redesigned 3,500-sf Pikake Room, which features floor-to-ceiling glass windows with sweeping views. The venue can accommodate 200 guests for sit-down dinners or receptions, 200 guests in theater-style seating and 120 people for meetings. Upgraded lighting, carpeting and wall coverings also are a part of the project, which resulted in a modern event space with a Waikiki touch. With this new space, the DoubleTree by Hilton Alana Waikiki now features 10 private function rooms, including intimate meeting rooms for four. C&IT

Paul Van Deventer, president and CEO of Meeting Professionals International, addresses MPI’s 2016 World Education Congress in Atlantic City. Credit: Orange Photography

Editor’s note: Fresh off an overwhelmingly successful World Education Congress in Atlantic City last month, Meeting Professionals International President and CEO Paul Van Deventer reflected on a range of topics from meeting planner certifications and budgets to politics and terrorism.

Q. Explain how and why this year’s World Education Congress (WEC) was different. Why did you select Atlantic City for this event?

A. We took more risks this year with the design and program. In the general session space, we had mixed seating, five stages and a live band — which were all new components. We also introduced the Innovation Showcase to provide a platform for innovative technology solutions, reshaped our hosted buyer program, offered more senior-level education and leveraged social media more.

We were initially planning to hold WEC 2016 in Philadelphia, but were displaced by the Democratic National Convention. Unfortunately, the alternative dates and spaces that were available did not meet the expanding needs of WEC. Given that, we determined Atlantic City stepped up with a very attractive package, featuring the spectacular new Harrah’s Waterfront Conference Center, great city infrastructure, world-class facilities, unique venue options, well-priced hotel offerings and easy access to a large portion of our membership on the East Coast.

Q. What are your expectations for the upcoming IMEX America in Las Vegas where you’ll be the premier education provider?

A. IMEX America provides MPI with a great platform to showcase to a broad global community MPI’s educational and networking opportunities and the value of engaging with MPI as a member and volunteer leader. The MPI Global Team is excited to work closely with our strategic partner IMEX on developing an inspirational lineup of keynote speakers and great education for Smart Monday. We are also gearing up for another fantastic Rendezvous event at Drai’s, which raises money for MPI Foundation grants and scholarships.

Q. MPI recently added a new meeting planner designation for the “non-titled corporate meeting planner” segment. This move sparked some criticism from some CMPs and CMMs. How do you respond, and do you think the designation will prove successful?

A. We launched our new Meeting Fundamentals course because there is a need for it within our community. MPI’s role as an association is to raise the overall professionalism, understanding and awareness of the meeting and event industry. The fact is there are many professionals in our industry who have been organizing meetings and events as part of their jobs for years, but do not carry the title of “planner.” It benefits everyone in our industry to provide access to training and networking for those individuals. This course covers the basics of meeting planning, and participants receive a “certificate of completion” afterwards. It is not a certification or designation program.

Q. MPI has more new certifications in health care, etc. Are there any other specific certifications on the drawing board?

A. The MPI Academy is currently developing new educational webinars and online courses, but we do not have any new certificate programs in the pipeline at this time. Also, for clarification, MPI has two certificate programs with designations: the HMCC and CMM programs. We also have several other certificate programs that do not have an associated designation, such as Meeting Fundamentals and Meeting Essentials, and most of our education offers clock hours needed for obtaining or renewing one’s CMP, which is a certification.

Q. Since you became president and CEO of MPI, how has technology most changed the meetings industry?

A. Today the industry is more reliant on technology than ever. Wireless internet access has become a must-have for meetings, and mobile apps have gained significant traction over printed meeting materials. The adoption of virtual and hybrid meetings also has increased over the last several years.

Q. What are the major concerns for planners, and what encouraging signs do you see ahead for the U.S. and global meetings industry?

A. Planners have become more concerned with hotel pricing and availability as we are still currently in a seller’s market with low hotel inventory in certain markets. While this becomes difficult for planners managing tight budgets and resource constraints, it is a good sign for the economy and global meeting and event industry. And sadly, an omnipresent concern is the ever-increasing threat of global terrorism and the obligation planners have in providing for a safe event environment, contingency planning and disaster recovery.

Q. According to your spring Meetings Outlook, meeting costs are outpacing budgets. How do planners cope with this reduction in buying power?

A. Planners have become masters at doing more with less. MPI’s signature live events such as WEC and Smart Monday at IMEX America feature education that speaks to additional ways in which planners can work through these exact challenges.

Q. How is the approach to risk management in the meetings industry changing in the face of increasing threats of terrorism?

A. In today’s environment, the meeting and event industry must be at the forefront of risk management as it relates to global threats of terrorism. MPI is currently in the process of developing resources and education to address the needs of meeting professionals as it relates to security and risk management. In July, we will be taking planners behind the scenes of the Democratic National Convention as part of our Experiential Event Series, for an in-depth look at how the DNC manages their own security elements.

Q. How will the presidential election affect the meetings industry overall?

A. It is always my hope that elected officials will support our industry and through efforts led by the Meetings Mean Business Coalition (MMBC) and U.S. Travel Association. MPI will continue to promote the importance and value of meetings. Recently, the MMBC launched the Worth Meeting About campaign targeting elected officials and policymakers. The coalition will leverage election milestones to remind them about how they, too, use the power of face-to-face to engage with constituents and persuade voters.

Q. As MPI is becoming more global in scope, where do you envision the organization in the next 10 years?

A. I envision expanded reach both globally and across the meeting and event community as we continue to expand our market offerings and enable our platform for special industry groups.

Q. What in your opinion are the biggest areas of change meeting planners and the meetings industry will face in the coming year?

A. Due to the current geopolitical climate, meeting planners will continue to face more unknown variables leading up to the planning of their events. Because of this, planners will have to continue to be flexible and stay abreast of the latest trends and education in the industry. MPI continues to focus on developing the tools and resources needed to help planners address those unexpected challenges. C&IT

Donny Osmond (r) kicked off the Adobe Summit with song and dance along with John Mellor, Adobe V.P., Strategy, Business Development and Marketing.

Las Vegas. What other destination features gondola rides on the Grand Canal, a bird’s-eye view from the top of the world’s largest observations wheel and a stroll alongside a white tiger habitat — all within walking distance of one another? Adhering to its founding principle, “spare no expense,” this is a town where beyond-the-imagination attractions continually exceed the imagination. Add to this mix an ever-present pledge to up the ante with enticement after enticement — from top-of-the-line exhibition enhancements to top-of-their-game entertainment headliners — and the city becomes a magnet for meetings.

“It was a good match. Las Vegas and Adobe have the same synergy. Both have similar goals — to create a great customer experience.”
— Julie Martin

“Las Vegas is a destination that can serve up anything you can dream,” says Cathy Kusuma, senior director of training and strategic partnerships for Coral Springs, Florida-based Cruise Planners (American Express travel representative), a privately owned company of 1,500 home-based travel franchisees. As the nation’s largest corporation of its kind, the success of its annual event Cruise Planners on the Road (a 2½-day boot camp with the dual goal of networking and product knowledge) is key to remaining on top — with its location no small part of the decision-making process. As first-timers to the city, the verdict of its March meeting with more than 100 attending travel agents at Caesars Palace Las Vegas is “mission accomplished.”

Why Vegas? “Because we have franchise owners in all 50 states, we’re always on the lookout for a destination that is easily reached by everyone,” explains Kusuma. Detailing her multifaceted thought process, the planner continues, “Las Vegas is a good drive market for those on the West Coast; our travel agents sell a lot of Vegas, so they get to experience it, and many of those who flew in decided to stay for the weekend. Because who doesn’t love Vegas, right?”

As home to 17 of the nation’s 20 largest hotels, however, the selection of Las Vegas is only one part of the decision. “We did a ton of site inspections, and because of Caesars’ great prices, central location and its other offerings, we were able to tick off all the boxes on our checklist — making Caesars the best fit.”

Of increasing interest to Cruise Planners, as it is to many groups, is a corporate social responsibility component. Caesars addressed this desire with the debut of its “Meetings for Good” program. Offering a “menu” of such CSR opportunities as assisting seniors, promoting environmental sustainability and acknowledging deployed soldiers and veterans, the philanthropic program gives meeting planners their choice of volunteer opportunities.

Cruise Planners’ welcome kick-off was a cocktail reception of agents, destination partners and corporate staff near The Linq’s High Roller, concluding with a sunset ride on the big wheel. “It’s nice to have that face time with our agents and really get to know them,” says Kusuma. “After all, we’ve been on the High Roller with them.”

Acknowledging the reluctance of some to host a meeting here, the Cruise Planners’ meetings specialist gives insight: “Some meeting planners shy away from Las Vegas and I’ve wondered why. Perhaps it’s that in years past the city’s reputation was that it was just for gambling, and for that reason some may have thought it wasn’t a match for their group. But Vegas has done amazing things to change this viewpoint.”

Factors contributing to this meeting planner’s assessment are many — the proximity of the airport, the quantity of meeting space, the number of hotel choices, the amount of entertainment options and the ease of getting from one fun place to another. Kusuma’s assessment: “Today’s Las Vegas is a number-one meetings destination.”

Las Vegas’ ease in accommodating a group of any size, from 100 to 10,000, is considered as big an attraction to meeting planners as Celine Dion is to music lovers. A premier example is this year’s first-time-in-the-city Adobe Summit, Adobe’s Annual Digital Marketing Conference of more than 10,000 attendees, held in March at The Venetian Resort Hotel Casino, The Palazzo Resort Hotel Casino and the Sands Expo Convention Center.

Las Vegas Has Room for Everyone

Julie Martin, senior director of corporate events for San Jose, California-based Adobe Systems Inc., explains her group’s move to Las Vegas. Held for several years in Salt Lake City, it was necessary to make a change in 2016 because of the event’s expansion. “We were maxed out in Salt Lake City because Adobe’s business has grown and Adobe Summit has experienced growth as well — attendance was up 40 percent from last year.”

Martin details that the primary venue draw was its vast number of meeting rooms, sleeping rooms and exhibit space — all under the same roof. Offering more than 2.25 million sf of convention space, The Venetian Palazzo Congress Center has one of the world’s largest pillar-less ballrooms (85,000 sf), plus 298 meeting, conference and boardrooms, in addition to the 1.9 million sf of meeting and show space within the adjacent Sands Expo. Plus, the all-suite 4,028-room Venetian and more than 3,000-room Palazzo are known for the size of their suites (nearly double that of the average hotel room on The Strip). “All of this was a huge factor,” says the meeting planner.

Of additional appeal to Martin is the resorts’ food and beverage portfolio, which serves up such celebrity-chef restaurants as Emeril Lagasse’s Delmonico Steakhouse, Wolfgang Puck’s Cutchock, Mario Batali’s B&B Ristorante and Thomas Keller’s Bouchon.

“Our attendees are hungry to learn and to take new tips and tricks back to the office,” explains the Adobe planner. Details of this five-day conference (including two pre-conference days) are impressively comprehensive. Offering three days of more than 200 sessions and 56 hands-on labs (eight computer-outfitted rooms) and 100-plus exhibitors on the show floor premiering the industry’s latest and greatest, the event is designed for the collection of knowledge as well as for networking — presenting the opportunity to meet peers, industry leaders, Adobe staffers and partners.

“The challenge in Las Vegas is how to keep attendees excited about your event because there are so many distractions,” says Martin of the city with 24/7 entertainment. “The key is a tight agenda with lots of activities. We spend a great deal of time surveying what our attendees like, so we know what appeals to them and how to maintain their attention. It is with this knowledge that we make choices regarding content, speakers and the keynote.”

Chock-full of A-listers, Adobe’s conference lineup was electromagnetic. Its Summit Bash party, which always features a headliner, was anchored by the rock band Weezer, and the fun was further enhanced with an assortment of food trucks. Again, as it was held in The Linq lot, the meeting planner considered its walkable distance from the hotels a time-saving and cost-saving bonus.

Without a doubt, the event’s most enticing elements were the keynote speakers. Donny Osmond, one of Las Vegas’ most popular entertainers, kicked it off with song and dance, followed by U.S. soccer star Abby Wambach. However, it was the sit-down interview by Adobe CMO Ann Lewnes with actor George Clooney that was the conference’s off-the-charts hit. Speaking humorously about his career and sharing insight into inspiration and creativity, the popularity of the actor’s appearance enabled Martin to harness most of the summit’s 10,000 attendees to the second-day event.

“It was a good match,” says Martin of the city and her company. “Las Vegas and Adobe have the same synergy. Both have similar goals — to create a great customer experience.” Her final verdict is supported by numbers: “Every year we try to raise the bar. Even though post-convention surveys show that 90 percent of attendees consistently rate the summit from very good to excellent, 2016 measured even better.”

Amid these results, it’s not surprisingly that next year’s Adobe annual conference will again be here. “At this point,” concludes Martin, “it looks like Las Vegas is where we want to stay.”

A Big-Time Attendance Builder

Corie Rand, CMP, CTSM, senior manager, events marketing for Boston, Massachusetts-based Air Worldwide, has managed events in Las Vegas for more than 15 years, and from observation, she concludes that although the destination continually changes, it continues to be a big draw for conference and event attendees — typically increasing an event’s numbers by 8 percent.

In the business of being a global provider of risk modeling software and consulting services that help organizations prepare for the financial impacts of catastrophes in more than 90 countries, Air Worldwide is intuitively proactive. This characteristic may have factored into its selection of Las Vegas and Encore at Wynn Las Vegas as the site of Envision 2017. Held in April, it’s the annual user conference that brings together 350–400 risk management professionals from around the world to discuss recent trends, emerging challenges and innovative solutions for the company’s software products.

“A few things about Las Vegas are a draw for us,” says Rand. “The first is weather. As we hold our conference in early April, it’s the perfect time to be in Las Vegas — especially after being in Boston in 2015 and Philadelphia in 2016.” Secondly, she hopes to take advantage of that 8 percent upturn and increase Envision’s numbers. “Las Vegas attracts both attendees that are making return visits and first-timers. As our clients like to go to resorts and urban locations, we have achieved both by choosing Encore Las Vegas for 2017.”

A prime perk of the 48-story, 2,034-room Encore at Wynn Las Vegas is that it also offers the many attractions of its connected property, Wynn Las Vegas (example: the two resorts collectively have 260,000 sf of meeting space). Of additional appeal to Rand are its aesthetics. “The property is very tasteful and the perfect mix of a modern five-star hotel in a major city with a refined Las Vegas flare. The resorts’ decor is spectacular. The fine art, floral displays and water elements are world-renowned.” From the time Air’s meeting planner spent at the properties during site inspections, she deems the operation “a well-oiled machine,” with specific kudos to the staff, whom she describes as “friendly and attentive.”

“The meeting space meets our needs — it’s all on one level and a distance from any gaming,” explains the meetings pro. Due to the group’s large percentage of vegetarians, an additional appeal is Wynn’s commitment to flavorful, non-typical food and beverage choices, with gourmet-quality vegan and vegetarian options served in every one of its restaurants.

Though Envision’s off-property excursions are not yet planned, Rand hopes to take advantage of the southern Nevada location with potential outings to the Hoover Dam, Red Rock Canyon or perhaps Mount Charleston (only 35 miles from Las Vegas, it’s the state’s eighth highest mountain).

Although Rand sought meeting space a distance from the casino, she’s adding a gaming element to the conference through a point system. In explanation: “The more evaluations attendees do, the more points they receive to be entered into a contest for the chance to win great prizes. A live leaderboard will continually update and display the stats.” On the social media front, Twitter is incentivized as well. Envision will have a live Twitter feed running in the prefunction space, and if attendees tweet using its hashtag, they will be entered to win yet another prize.

In summation and in anticipation, Rand is clear: “Encore is the perfect fit for my size group — we will be the ‘big fish’ on property during our stay.”

New and Noteworthy

The popular tagline, “What happens in Vegas stays in Vegas,” has inspired the entertainment capital’s limited edition the beer named #WHHSH (“What Happens Here, Stays Here”). Unveiled in Palm Springs during this year’s Coachella Valley Music Festival, this beer is so exclusive it will only be available at select Las Vegas sponsored events.

An event at Speedvegas, a $30 million, 100-acre motor­sports complex, is a meeting planner’s fastest way to immerse a group into Las Vegas’ exciting environment. Inspired by Formula One racetracks, it gives participants the opportunity to drive such high-performance vehicles as Porsche, Ferrari and Lamborghini, among others, and at speeds up to 120 mph.

In December 2016, Hard Rock Hotel & Casino Las Vegas is adding 2,000 sf of prefunction space for registration and possible exhibit use, with an additional 17, 607 sf of pillar-less meeting space added to the existing 10,200 sf for a grand total of 27,807 sf of usable meeting, exhibit, event and/or food and beverage space. The hotel also offers 16 studio breakout rooms that vary in size from 450 sf to 850 sf.

Replacing Aria Resort and Casino’s Haze Nightclub is Jewel. Able to accommodate approximately 2,000 guests, the 24,000-sf, multilevel nightspot venue features a main club, an overlooking mezzanine level and five secluded suites with a private entrance.

Aria’s technology scene is deemed equally as innovative with the unveiling of its collaboration with Crave Interactive (a cutting-edge guest service software company) to create the largest-ever installation of in-room hotel tablets — giving guests the ability for digital in-room dining orders, one-touch spa service requests, access to a news stream in multiple languages and more.

Recent enticements at Caesars Palace range from cigar bars to check-ins. The Montecristo Cigar Bar — an exclusive 4,000-sf lounge environment, including a 400-sf climate-controlled humidor that can store up to 1,000 cigars — is a unique away-from-the-crowd option. Pairing notable cigar choices with fine whiskeys and great food, its most intimate space is The Vault, which seats 10.

The hotel’s self-check-in kiosk program was designed to streamline an attendee’s arrival to a single step, with no lines and no wait time.

Topgolf’s state-of-the-art flagship location opened in May at the MGM Grand Hotel & Casino. Located on an eight-acre, 105,000-sf lot with views of The Strip, the four-level facility features two pools, five bars, 102 hitting bays on three levels and a fourth level dedicated to VIP experiences. Designed to cater to groups from 10 to 2,000, it offers 3,000 sf of private meeting space and a live musical performance venue able to accommodate up to 900.

When the talent of James Beard Award-winning chef Shawn McClain meets the creativity of Modern Mixologist, Tony Abou-Ganim, the result is Mandalay Bay Resort and Casino’s summer-debuted bar restaurant, Libertine Social. Described as the “next-generation gastropub,” the chef’s promise is a variety of atmospheres that will meet diners’ (and meeting planners’) expectations for a new kind of fun.

Reflective of the recently completed $200 million transformation of the Tropicana Las Vegas and its South Beach flair, the city’s newest pool club, the Sky Beach Club, raises the bar for an only-in-Vegas experience every Friday, Saturday and Sunday. At 37,603 sf of space (2,000 capacity), among the venue’s A-list amenities are two luxury pools, two bars, 29 poolside daybeds and 18 private cabanas, in addition to celebrity hosts, live performances and a DJ booth. For the ultimate VIP experience, the Cabana Party Patio (its prime location is adjacent to the stage and DJ booth) may be reserved.

“The Beatles Love” by Cirque du Soleil at The Mirage Hotel & Casino is evolving to deliver a more dynamic and engaging version of the musical experience that has already captured the hearts of music and theater fans worldwide.

The first wave of new acts, costumes, choreography, technology and music, designed to bring the vibrant and culture-shifting sounds and settings of The Beatles’ musical revolution to renewed life, are in place now. The show will continue to evolve with a culmination tied to its 10th anniversary this summer. C&IT

Offsite meetings can be opportunities for attendees to do good in local communities, and the main motivation for extending corporate social responsibility (CSR) into the meetings sphere is (or should be) moral: It’s simply the right thing to do for companies who have the means.

But satisfying an ethical duty doesn’t preclude other benefits that can result from CSR activities at meetings. The programs also can support a company’s business goals, such as creating a more cohesive and engaged work force. Participants can bond over the activity, get to know each other better and learn to work as a team. And assuming they value community service, they also will become more engaged with the company that staged the program and demonstrates it shares that value.

“CSR activities are truly a unique way to break down barriers and allow attendees of all generations, demographics, interests and abilities to work together to accomplish something great.”
— Bonnie Boisner

Victoria Johnson, CMP, CMM, global manager, strategic meetings management at Northbrook, Illinois-based UL LLC, has been a champion of sorts when it comes to integrating CSR with the safety science company’s SMMP. Doing so is good business strategy, since CSR programs “cover two of the three reasons you have a meeting, which are networking, motivation and learning,” Johnson explains. “There is the teambuilding/networking component, and attendees also become motivated in their work for the company. They think better about the company and its mission.”

Walking the Talk

And especially for high-profile meetings and events, that perception extends beyond the company’s employees: CSR “is part of who we are as a company; let’s have our meetings and events reflect that as well,” says Johnson. “It’s a very prominent marketing activity when all can see that you’re ‘walking the talk.’ ” As part of the SMMP protocols, Johnson sends post-meeting CSR/sustainability reports back to UL’s CSR office so they can report the activities to the company’s board members. They also can feed the information to customer service because some of our customers are now asking about our CSR initiatives,” she adds. “More and more customers want to do business with responsible companies. And the other side of it is to attract and retain employees who want to work for companies that are socially responsible.”

Teradata, a Dayton, Ohio-based data analytics company, also has integrated CSR into its meetings in a systematic way, via Teradata Cares. “The company does try to have a Teradata Cares presence in most of our large meetings (including the external events Partners and Universe), but it seems it’s really becoming prominent in a lot of our meetings. It is increasing,” observes Sherri Morgan, director of community relations, Teradata Cares. “I joined the company in 2012 and we already had a Teradata Cares presence at Partners and at Universe (conferences), and we are now at sales meetings and even smaller events like training sessions, where sometimes they’ll do a Cares activity.”

The general trend reflected by UL and Teradata is a rise in CSR activities at meetings. As Bonnie Boisner, vice president of event management for marketing and loyalty analytics company Aimia, notes: “We work with many of our clients to incorporate CSR activities into their meetings and events. It continues to grow year over year. According to the 2015 SITE Index, over two-thirds of both buyers (67 percent) and sellers (71 percent) incorporate one or more activities in their travel programs to help reflect corporate social responsibility.”

Incentive Program Component

This survey result by the Society for Incentive Travel Excellence highlights the integration of CSR with incentive programs, which may be a bit surprising. After all, incentive programs are generally supposed to be about diversion for top performers, as their “reward.” But clearly, community service at the destination can be quite rewarding.

“I have evidence based on our post-event surveys that (CSR) is the most valuable experience from people attending incentive trips,” notes Thais Toro, MBA, corporate event planner for Atlanta, Georgia-based Cox Automotive. The company partners with local organizations that are in need in destinations such as the Caribbean, Puerto Rico and Mexico.

This year, a 210-participant incentive group visited Aruba, where Cox provided a senior center “not just a monetary donation but improvement of the organization. We painted the whole facility inside and out in four hours,” Toro relates. In order to ensure the paint job was feasible in that time, Cox hired a contractor to prep the walls and surfaces. Incentive qualifiers also took to improving the garden at the center, treated the seniors and staff to lunch, and gifted them bags of personal items.

“The hotel we were using as well as the DMC were so impressed that an international company was giving back to their community, which (they noted) never happens with the people who are actually from the island. They got inspired, and the DMC provided us complimentary transportation, while the hotel provided complimentary water and some side food items for lunch. So we were able to save that money and invest it back into the senior center,” Toro adds.

Teambuilding and Competition

Apart from being an inspiring activity for attendees and local partners, the paint project was organized so as to promote teambuilding. “We assigned them to groups and we made it competitive,” says Toro. “Each group of 10 or 20 wore a bandana of a different color, and painted a different part of the wall.” Similarly, a CSR activity at a meeting in Wisconsin had hundreds of Cox attendees competing in captain-led teams to build hygienic kits. The event was organized by Clean the World, a company that recycles soap and other discarded hygiene products. “It was very energized and very well appreciated by my attendees,” Toro adds.

At a Teradata Universe event in Copenhagen, the company supported a charity for cystic fibrosis, a disease that affects lung function. “It’s all about their lung capacity so we had the participants blow windmills, but they did a challenge where we would time them for one minute: how many seconds could you blow the windmill in one breath,” Morgan describes. “It was a lot of fun because the participants get really competitive and they learn about the charity.”

Time-Effective Activities

Despite the various benefits of CSR activities for the host company and the attendees, some meeting schedules may be too tight to accommodate them. However, that does not prevent the host company from engaging in CSR at the destination, without the attendees themselves participating.

“Nonactive” CSR initiatives, Johnson says, can include partnerships with organizations like Clean the World. “When we negotiate our contracts we ask the hotels to either pay for it or pay half with us,” says Johnson. “So even if the host says we have no time (for a group activity), we can still have that ready to go if the hotel is willing to do it.”

With a similar rationale, UL has partnered with a food recovery organization. “They are certified in food safety handling. They come in and they rescue the viable food, and they put it in certified containers and bring it to a local shelter. So that’s another nonactive CSR way of doing things.”

As far as “active” CSR, there are ways of keeping the programs time effective. “We’ve worked with clients to incorporate small activities including filling backpacks with school supplies for children in the local communities,” says Boisner. “This could be a time-effective CSR activity as much of the activity (buying the supplies, packing the backpacks, etc.) could be done prior to the onsite experience.”

Boisner also suggests saving time by combining CSR with a dinner or reception one of the evenings. “As an example, one of our automotive clients had artist Erik Wal do a few different paintings. Then they did a silent auction for the paintings. The money was donated to the boys and girls club.”

This year, Cox Automotive combined CSR with the registration period for a 2,000-attendee Sales Summit in Phoenix, Arizona. While participants waited to register or after they registered, they visited Red Cross stations where they assembled bags of personal hygiene products to be donated to the fire department.

Activities held onsite as opposed to a coach ride away save time, as do lunch-hour activities and individual activities that can be performed when time allows. The most time-effective solution will depend on the nature of the meeting and its agenda. “At Partners, we have a specific time slot on a Tuesday, 12–2 p.m., so everyone knows from year to year that during that break a Teradata Cares activity is going on,” says Morgan. “But a lot of the smaller meetings do it around the lunch hour, where attendees can stop by the Teradata Cares table. At Universe, they have a Cares booth going the entire three-day conference, and people can stop by and do the activity any time. So however the conference is set up, we try to fit in the Cares activity appropriately.”

Gaining Traction With Attendees

Most if not all attendees will be moved by a community service mission, which has a universal appeal. “Meetings and events bring together a diverse group of attendees, but one thing remains constant — people want to make a difference,” as Boisner puts it. “CSR activities are truly a unique way to break down barriers and allow attendees of all generations, demographics, interests and abilities to work together to accomplish something great.” But ideally, the nature of the activity will be appealing in and of itself. That quality will help to drive participation among the group. Thus, a match with participants’ interests and skillsets is desirable.

Some activities will be especially appealing to the more technically oriented. Teradata groups have built wheelchairs for veterans as well as “Green Machines” (the modern version of the Big Wheel) for kids. “It’s a technology company, so they like putting things together,” Morgan says. “They like putting together relief kits also, but I think they enjoy really in-depth building a little more.”

At the Teradata Universe event that took place this April in Hamburg, Germany, a more creative CSR activity was offered to attendees. The company partnered with Children for Tomorrow, which supports children and families who have become victims of war, persecution and organized violence. “The charity does a lot of art with the children to get them to express themselves and the tragedy that they’ve been through,” Morgan says. “So attendees made origami cranes to create an artistic display for the children.” Charity representatives were onsite to coordinate the activity.

Both tech skill and creativity were combined in a bike-building program held by UL at its leadership conference in Phoenix, Arizona. While the company’s engineers were mostly focused on the building, other members in the teams could contribute creatively by decorating the bikes or coming up with the team chant. “So they divided and conquered based on skillset,” says Johnson. “Also, with UL being a safety company, it was nice that the company that we used for the activity did a safety test of each bike and then put a tag on it that it passed for safety.” She adds, “There may have been a few people who left the event to work in their hotel rooms, but we had the majority participating.”

A key driver of participation in any CSR activity is that the attendees are clear on how the community will benefit from the activity. “I think one of our goals as event planners is to explain how their effort will be perceived and who will be benefited,” says Toro. One approach is to let a director from the partnering organization make a presentation prior to the activity.

In the case of the senior center in Aruba, once attendees visited the facility, the impact that their effort would have became very clear. “It was hot, but (attendees) didn’t care since they saw the seniors and the condition of their facility. Our people in general are very giving. And when we went back to the hotel we had about 100 people from the staff welcoming us and clapping.” At this point, repeat qualifiers in Cox’s incentive programs will actually ask what the next community service activity will be.

Gaining Traction With Leadership

The idea of integrating CSR with meetings also must be accepted by meeting owners and upper management. They may believe, for example, that charitable contributions are sufficient and that taking up valuable meeting time with CSR activities is unnecessary.

At the UL leadership conference in Phoenix, the bike building served to make the case for such activities to the company leaders in attendance. “The motivation was to expose them to the fact that they could do this with their meetings, so it cascades into the organization,” explains Johnson. “I did get people saying that that’s what they want to do now. And our president was ready for us to do another one next year. He saw firsthand what a great motivation and networking opportunity the build-a-bike activity created.” C&IT

Attendees experience the sugar-white sand beaches at Hilton Sandestin Beach Golf Resort & Spa on Northwest Florida’s Gulf Coast.

One of the many benefits of having meetings and special events at a beach location is the considerable savings on decorations. Mother Nature has taken care of that in the form of palm trees, sunsets and peaceful vistas complemented by refreshing breezes and the occasional wispy clouds passing by.

Décor by Mother Nature

“That’s one reason I really like coordinating beach events because the décor is naturally taken care of and no one ever complains about the view,” says Michelle, who has managed corporate events from coast to coast for a major financial institution for more than 10 years.

“In fact, I can’t remember ever receiving a complaint about a beach event because everyone is always so relaxed and in good spirits when outdoors and so close to the water,” she says.

The Sanctuary at Kiawah Resort, located on the pristine beaches of Kiawah Island, a 10-mile-long barrier island about 25 miles southwest of Charleston, South Carolina, has been the setting for dozens of the meetings Michelle coordinates for her employer.

The property has two focal points, starting with the Kiawah Island Golf Resort, which has more than 22,000 sf of meeting space and 90 holes of championship golf. The Sanctuary at Kiawah Island Resort features six outdoor spaces ranging from an intimate 650-sf veranda to the massive Mingo Point, which can accommodate from 50 to 800 people.

Michelle has used all of these spaces for various seaside events, but always gets the most positive feedback from events at Mingo Point, which she describes as “a massive picnic area with shade trees, casual seating spaces and fabulous views.”

“I like that there is a built-in outdoor kitchen, so you save in catering and setup costs,” she says. “We’ve had oyster roasts with steel drum bands and it’s just the perfect setting to bring a group together.”

Over the years, Michelle has learned to check on three things before planning a beach meeting or event:

• The tidal charts. Low tide makes for ugly, sometimes smelly backdrops.
• Bug season and how various community environmental guidelines choose to manage this component of Mother Nature.
• Shade or shelter from the sun for a daytime event.

A fourth tip is equally important for any meeting planner coordinating a beach event — remind women to pack flats, which are easier for walking in the sand than heels. Otherwise kick those shoes off and go barefoot. It’s a good excuse to have a pedicure before this business outing. Or, pedicures on the beach could be an event in itself. Think about it.

Sea Turtles Welcome

Another consideration on Mother Nature’s schedule that may impact seaside events on a number of our nation’s beaches is the nesting season for endangered loggerhead and green sea turtles. Florida, Hawaii and the Caribbean fall into this category.

On the 26 miles of sand on South Walton Beach on Florida’s Gulf Coast, the turtle nesting season is from May until late September. Each morning during this period, volunteers with South Walton Turtle Watch patrol the beaches and if evidence of a nest is found, orange netting is placed around the area and signs notify humans to keep away.

Local ordinance prevents leaving tents, tables or other setups on the beach overnight, and if a turtle comes ashore and lays eggs in the middle of an event space, well, you’ll just have to work around it.

Donita Jacobs with Torchmark Travel in Dallas has been coordinating seaside events for corporate clients for years on South Walton beaches and has rarely encountered a complication because of sea turtles. In fact, the times it has occurred, her attendees have been delighted to witness this wonder of nature and learn more about the protection of wildlife and endangered species in this area.

“Sea turtles are always welcomed guests at any of our events,” says Jacobs. “We move our event a few feet down the beach and everyone goes on with business.”

Numerous times over the years, some of these beaches in South Walton Beach have been named the most pristine and environmentally protected pieces of coastal property in Florida, which is one of the attractions to this area, as well as the sugar-white sand and the turquoise reflection it creates combined with the clarity of the water here.

South Walton Beach includes 16 unique and charming beachside communities that are known for artists’ galleries, festivals and independent restaurants all connected by more than 200 miles of hiking and biking trails.

Sandestin is one of those 16 beach communities and home to the Hilton Sandestin Beach Golf Resort & Spa, the largest full-service beach resort on Florida’s Northwest coast. The more than 60,000 sf of indoor and outdoor event space is one of the many reasons Jacobs at Torchmark has used the resort for meetings with her client. These gatherings usually range from 100–150 people.

“A number of the indoor meeting spaces have great windows and views of the Gulf for when we have to be indoors, but the variety of outdoor spaces for receptions and meals always provides a fresh option,” Jacobs says.

She utilizes the outdoor venues as an opportunity for “walking meetings” when possible. With small groups of 20 or fewer, the conversation continues while moving along the beach or pathways, thus making better use of time but also providing more exposure to the natural environment, which is the premiere attraction of this region.

“It can be a little cool in winter and early spring, but the Hilton Sandestin is equipped with a number of outdoor space heaters that allow us to be outside but still comfortable,” she says.

Florida’s ‘Magical’ Southwest Coast

“A lot of people don’t realize just how beautiful the Florida Gulf Coast is,” says Bryan, a meeting planner for a major lifestyle recreation company who is coordinating a major event at the Marco Island Marriott Beach Resort, Golf Club & Spa in Southwest Florida. “The beach business is our business and these are just magical.

Bryan’s company has hosted gatherings for up to 1,000 people at beachfront properties from Bermuda and the Bahamas, to Mexico and Hawaii. He is particularly looking forward to hosting a dinner on the massive flat beach in front of the Marco Island Marriott.

“Not all beaches are conducive to large tables, but this beach is very flat and that makes everyone more comfortable,” he says.

Bryan is also excited about Marco Island Marriott’s rebranding to JW Marriott, which will take place on January 1, 2017. This is a part of major renovation that has been underway for almost two years and includes the addition of another tower of guest rooms and meeting space. When complete, the new JW Marriott Marco Island Resort will have 810 guest rooms.

Noteworthy Beach Meeting Spots

The Ocean Reef Club on the northernmost tip of Key Largo in the Florida Keys has in its backyard the country’s only living coral reef, a great attraction for conference attendees who snorkel or dive. The hotel has 275 guest rooms, more than 30,000 sf of indoor and outdoor meeting space, two 18-hole championship golf courses, a marina and 20 tennis courts, all about an hour from Miami International Airport.

The iconic Sawgrass Marriott Golf Resort & Spa in Ponte Vedra Beach, Florida, has recently completed a $25 million, resort-wide renovation that includes 511 guest rooms, pool area, spa and 61,000 sf of meeting space. Located on 65 acres of beachfront property, the Sawgrass Marriott includes 99 holes of championship golf.

Hollywood, Florida, tucked in-between Fort Lauderdale and Miami, is the home to the Diplomat Resort & Spa and its 209,000 sf of indoor and outdoor meeting space. Even the indoor space has balconies and floor-to-ceiling windows with ocean views, but nothing beats the Infinity Pool Deck that accommodates up to 1,500 people, or the palm-tree lined courts and terraces for smaller groups.

On Florida’s Gulf Coast, The Ritz-Carlton, Naples features a private beach that can accommodate up to 700 people with banquet rounds set for eight. In addition, a lovely tea garden can accommodate about 75 people. Two outdoor pools offer a number of options, as does an outdoor courtyard.

Also on Florida’s Southwest Gulf Coast is the South Seas Island Resort on Captiva Island, 330 acres that is part wildlife preserve and part luxury resort. The 21/2-mile white sand beach is ideal for group activities that include sandcastle building contests, beach Olympics and cardboard sailboat regattas. With 471 guest rooms, the South Seas Island Resort also includes four lawn settings, two beach venues and a marina event space, which is exceptionally popular because of the manatees and dolphins that enjoy the company at the marina.

At Eau Palm Beach Resort & Spa on Southeast Florida’s Atlantic Coast on the south end of Palm Beach island, the 30,000 sf of meeting space includes an oceanfront courtyard and ballroom terrace, event lawn and pool terrace for events. Overnight accommodations in a business cabana provide private access to the business lounge and pools as well as space for up to five guests per cabana.

In Fort Lauderdale, the Lago Mar Resort and Club is an intimate 10-acre family-owned property with 500 feet of private beach. In addition to the beach space, the Lago Mar offers a garden filled with subtropical flowers and a garden courtyard that overlooks the pool and opens to the beach.

Miami’s South Beach is the setting for the Fountainbleau, which features three lawns on various levels capable of accommodating up to 1,000 people for dinner. The BleuLive Stage, which extends over the pool area, is a great addition to that location. The Glimmer Boardroom Terrace keeps toes out of the sand while offering a 180-degree ocean view.

Wild Dunes, located on Isle of Palms Beach about 30 minutes from downtown Charleston, South Carolina, hosts a number of corporate teambuilding exercises that showcase the Atlantic Ocean location. Try crabbing competitions, kayaking through salt marshes and estuaries, a low-country boil and oyster roast — even weave baskets with low-country sweetgrass. The resort is on 1,600 oceanfront acres and includes 36 holes of golf.

Nicknamed the Grande Dame of the California Coast, the Hotel del Coronado in San Diego is a National Historic Landmark with 65,000 sf of meeting space that sits on 28 acres of beautiful coastline just seven miles from the San Diego International Airport.

The Montage Laguna Beach in California is renowned for its outdoor event spaces that includes three lawns or gardens at more than 4,500 sf each and capable of hosting up to 300 people in a sit-down dinner. Each of those spaces has a fabulous ocean view and two include fire pits. Two generous pool decks also overlook the Pacific Ocean.

The Westin Maui Resort & Spa, Ka’anapali, features that all-important full-service outdoor kitchen and grills, three terraces for groups up to 400, and 11,000 sf of outdoor space that includes waterfalls and beach access. Indoor spaces include small boardrooms, a 1,000-person capacity ballroom and 11th floor event space with spectacular ocean views. C&IT

The Trump Organization (from left): EVP Donald Trump Jr.; Chairman and President Donald J. Trump; EVP Ivanka Trump; and EVP Eric Trump. Credit: Douglas Gorenstein

Premier hotelier, popular reality star, new-to-the-stage political contender and now the presumptive Republican nominee who could possibly become the next president of the United States. Is there any doubt to whom I refer? No guesswork required. The answer is Donald J. Trump.

Though certainly not perceived as a behind-the-scenes kind of guy, it is not by happenstance that Trump’s visibility is now and for years has been high. It’s called branding and in the art of this discipline, The Donald (as he has been affectionately dubbed) is a maestro.

 “This attention to detail is what makes a meeting planner or hotel brand great, rather than just good.”
— Eric Danziger

“You can have the most wonderful product in the world, but if people don’t know about it, it’s not going to be worth much. You need to generate interest, and you need to create excitement,” says the business magnate in his 1987 book, Trump: The Art of the Deal. The best-selling book, co-written with journalist Tony Schwartz, is described as a business advice book and memoir.

Whether promoting his personal persona or one of his many Trump-named products with his moniker always appearing in gold — from hotels and real estate to restaurants and beauty pageants — marketing the Donald Trump brand is a strategic science.

Branding Lessons

An article appearing in Fortune Marketing Company’s blog entitled “3 Surprising Branding Lessons We Can Learn from Donald Trump” simplifies the titan’s trifecta approach:

• Connect emotionally with your audience.
• Be genuine.
• Toot your own horn.

Further embellishment of these “Branding Lessons” underscores the importance of identifying and targeting a precise populace. “Do you know exactly who and what you are, and do you stick to that with every customer, sale, project, tweet, post and ad? Or do you waver to try to please everyone and get every penny of business that’s offered? Knowing who you are as a business — and owning it — creates an invincible brand.”

As opposed to tooting one’s own horn, the Fortune Marketing Company article addresses business owners who are uncomfortable promoting their successes. “While extremes on either side may not be effective, learning how to promote your benefits and success stories is a must for building a brand.”

Not shy about self-promotion, Trump is the boss of bravado. “I play to peoples’ fantasies. People may not always think big themselves, but they can still get very excited by those who do. That’s why a little hyperbole never hurts,” he shares in Art of the Deal. “People want to believe that something is the biggest and the greatest and the most spectacular. I call it truthful hyperbole. It’s an innocent form of exaggeration — and a very effective form of promotion.”

However, within the marketing maverick’s book are words of caution: “You can’t con people, at least not for long. You can create excitement, you can do wonderful promotion and get all kinds of press, and you can throw in a little hyperbole. But if you don’t deliver the goods, people will eventually catch on.”

Marketer of the Year?

Former P&G brand manager and contestant on “The Apprentice” (2006), Surya Yalamanchili, begins his Advertising Age article, “An Actual Marketing Lesson from Donald Trump’s Success,” with this declaration: “I hereby nominate Donald Trump for 2016 Ad Age Marketer of the Year.” The author’s reasons are many, not the least of which is the link he observes between the famed businessman and globally recognized Procter & Gamble. “I was surprised that a number of his keys to success were straight out of the playbook I learned as a brand manager at P&G.”

Elaborating, Yalamanchili cites the principle that short-term promotions shouldn’t come at the expense of long-term success. Of Trump’s branding basics, “The Apprentice” participant says, “Instead of torturing himself to comply with marketing paradigms, as almost all marketers do, Trump intuitively knows when to break from script.”

A part of Trump’s success is discernment. “If I were to put Trump on everything that came my way — from potato chips to paper clips — the power of my name would be diluted. I’m very demanding and selective about where that name goes,” says the businessman in his book.

Online entrepreneur Richard Bravo and author of Brand Marketing Like Donald Trump: 7 Steps to Kick Ass Branding states, “The Trump brand is aggressive and all about kicking ass in the marketplace. The word Trump has become synonymous with success, luxury and being fearless.” Bravo’s assessment is confirmed by Trump himself: “I like thinking big. I always have. To me it’s very simple: if you’re going to be thinking anyway, you might as well think big.”

Be Bold

Robert A. Gilbert, CHME, CHBA, president and CEO of Hospitality Sales & Marketing Association International in McLean, Virginia, considers the significance of branding within the meetings and hospitality industries. “Branding is important when hotel customers of any type — leisure, corporate or meetings — are searching for a purpose-appropriate hotel type. Branding helps align product type, price tier and service scope within a reasonable range of expectations.”

Though Gilbert has no firsthand experience with Trump Hotels, he describes the mogul’s branding fundamentals when promoting his portfolio of properties (14 hotels, plus two manors within its Estate Collection) in a trio of terms: luxury, international gateway and leisure destinations.

With specificity to the meetings market, Gilbert encourages the industry to borrow a basic from the powerbroker’s playbook — be bold. In dissection of Trump’s across-the-board brand, HSMAI’s CEO weighs in with his professional impressions of the man and his many hats: hotelier — secures great, unique real estate and delegates the operation to knowledgeable people; television personality — publicity works; and presumptive GOP presidential nominee — publicity works.

More Lessons

In “Six Personal Branding Lessons We Can Learn from Donald Trump” appearing in Forbes.com, author William Arruda’s advice is simple:

• Be consistent. Strong brands deliver on their promise with everything they do.
• Be confident. Convictions must be demonstrated and backed with the ability to follow through on one’s promises.
• Take a stand. The world’s strongest brands often repel as many people as they attract.
• Create demand through intrigue. A high level of interest must be sparked (being audacious is just one way to accomplish this goal).
• Be recognizable. Strong brands have a trademark; Trump’s trademark is his consistent use of superlatives, such as the biggest, the best, the most.
• Build brand ambassadors. Personal branding is not something you do by yourself; a core community must be created.

Above all, however, “Trump is authentic, and that’s the most important tenet of personal branding,” concludes Arruda.

Author Chirag Kulkarni, reiterates much of the Arruda’s advice in his Inc.com piece, “What Donald Trump Can Teach You About Marketing” but adds further guidance — simplicity sells. “This means keeping your underlying message as simple as possible so everyone can understand it,” says Kulkarni and offers as evidence the theme Trump has religiously followed throughout his presidential campaign — “Make America Great Again.”

Also touting the success of Trump’s campaign slogan is Steve Halsey, whose feature story for G&S Business Communications entitled “Branding Lessons from the Summer of Trump” reads: “A good brand strategy is about inspiring the future, not reliving the past.” Bestowing kudos upon the GOP contender for his positive “Make America Great Again” theme, Halsey explains that it’s successful because it reminds voters of a bright future that restores the good old days of economic growth and prosperity.

Never Be Boring

Create strong emotion, manipulate the media and always be entertaining are the branding principles Geoffrey James shares in his Inc.com piece, “3 Huge Branding Lessons from Donald Trump.” With emphasis on the “b” word — boring — the author offers modern-day insight. “The internet and the smartphone have reduced the average person’s attention span to about that of a goldfish,” says James. “Under these circumstances the cardinal sin of branding is boring people. Say what you will about Trump, he’s never boring.”

The Team at Work

Going inside the Trump operation, Eric Danziger, CEO, Trump Hotels, says the Trump family is involved in every aspect of its namesake properties. Citing architecture and décor as key elements of the hotel brand, he elaborates, “Each hotel and resort has a distinct design that is culturally relevant, with iconic architecture that is at home in it locations, contextual and relevant to the destination.”

The term “design,” however, is not limited to a Trump Hotel’s physical properties — it extends to the quality of its guests’ on-property experiences, experiences that receive hands-on attention from the family. “Ivanka Trump personally oversees the design and creative vision for all Trump Hotel properties as they are developed, working extensively alongside the most talented designers in the world to ensure the Trump family’s exacting standards are appreciable in every detail,” says Danziger.

What can the meetings industry learn from Mr. Trump’s personal branding? Trump Hotels’ CEO answers that it’s the importance of not overlooking details. “This attention to detail is what makes a meeting planner or hotel brand great, rather than just good.”

Trump Attaché Service

In the spirit of adhering to every detail, Danziger mentions the hotels’ signature Trump Attaché service. His description: “More than a concierge or butler, Trump Attaché delivers personalized attention without intrusion so guests experience an unprecedented level of VIP treatment upon request or sometimes before it. Trump Attaché meticulously keeps track of individual preferences.”

Brian Honan, director of sales and marketing, Trump SoHo New York, attributes a major component of Trump SoHo’s success to a simple stat: More than half of the hotel’s line staff has been employed since the property’s 2010 opening. “There is an enormous amount of pride our associates carry with this name. They feel a vested ownership in the product and the customers whom they serve.”

One of the SoHo hotel’s exceptional attractions for the corporate and incentive market is its 45th-floor ballroom, with three walls of glass showcasing an over-the-city view of Manhattan from the East River to the Hudson River and beyond.

Patricia Tang, director of sales and marketing, Trump International Hotel, Washington, DC, says that branding is especially important to Trump Hotels because it is a family-owned business. “The Trump name is synonymous with luxury, quality, outstanding hotel location and service that is consistent with today’s guests’ expectations.” With respect to the meetings and hospitality industries, she adds: “Branding is a means of giving a sense of what can be expected at a property.”

Whether it’s Trump’s open-in-the-fall Washington, DC, hotel (located in the city’s historic Old Post Office building on Pennsylvania Avenue) or late summer’s to-be-debuted sleek, modern Vancouver property (the city’s first luxury hotel to open in the past six years), you can bet promotion began at conception. In his “Kick Ass” article, author Bravo explains: “Trump doesn’t wait for something to be finished to start promoting it. Marketing continues while the project is under construction.”

Customization in the Market

Following the “know your market, cater to your market” edit is the addition of a 13,200-sf, column-free Presidential Ballroom incorporated in Trump International Hotel, Washington, DC — it will be the capital city’s largest luxury ballroom. The hotel’s red, white and blue décor will reflect its location, and its exceptionally high ratio of 38,000 sf of event space to its 228 guest rooms is expected to attract the meeting planner. Along the same line of thought are Trump Vancouver’s one-of-a-kind entertainment venue, Drai’s, the city’s first pool bar and nightclub; a Champagne Bar serving up the finest bubbly vintages; and the latest incarnation of the Michelin-starred, modern Hong Kong-style restaurant, Mott 32.

Of these significant attractions, all enhancing each hotels’ geographic and cultural differences, Tang explains: “So often, luxury chains simply move the same processes around from property to property so while there is consistency, there is not the customization to the specific market.”

A Family Affair

General Manager Philipp Posch, Trump International Hotel & Tower Vancouver, details his recent experience with the Vancouver hotel and the family’s direct involvement — from choosing the furniture placed throughout the property to the kind of music played in the lobby. “We used to send mattresses to New York so that Ivanka and her brothers could test the quality. The same goes for carpet samples. We would send them to the head office so that Ivanka could walk on the samples, with her heels, and see how it feels for the female guest attending weddings or corporate events.”

Another Ivanka-inspired addition is the Vancouver hotel’s “Quick Bites” menu, a dining option that guarantees meal service within 15 minutes. Initiated by the hotelier’s daughter, it was developed for the property’s busy, on-the-go guests with little time to wait for breakfast or lunch.

Of the Trump family’s personal involvement — Donald Jr., Ivanka and Eric (each bearing the title, executive vice president of development and acquisition) — Tang says, “They consistently are checking on the details, ensuring that the project stays on track and that we are on target to deliver on the service and amenities as promised. They are always available to speak with clients and make it a point to say ‘thank you,’ not just to guests, but to all of the hotel associates.”

It’s a family affair. With Donald J. Trump at the helm, a simple philosophy drives his global conglomerate and guides his adult children, whose everlasting commitment is to the Trump brand’s perfection. It is a viewpoint from which all can learn.

It is: “Whatever you do, do it better than anyone else. Never settle.” C&IT