Biz Events Asia Volume 5 May 2019 by BEAM

Volume 5 | May 2019

ASSOCIATIONS

Redefining membership; Digital disruption and the rise of tribalism

M&I TOOLKIT

KonMari your events calendar; Not In My Workplace summit; Michelin exclusive

Competition VS Cooperation

CAN WE RISE ABOVE PAROCHIALISM?

E d i t o r ’s Letter

All for one, one for all?

Biz Events Asia is the official media partner and member of:

trategic partnerships can be a highly effective way to build business. In fact, some of the world’s most successful companies — Apple, Nike, Netflix, Procter & Gamble, Hewlett-Packard — were born out of collaboration. The power of partnerships in the global business events industry is manifest in the enduring joint-marketing initiatives of convention bureaus in Vienna and Barcelona. “We established early on that we would ‘play our cards’ openly and build a transparent relationship — this was the only way to be successful,” says former Vienna Convention Bureau director, Christian Mutschlechner. In our Cover Story (p.26) we investigate whether such cooperation is feasible in Asia and question the competitive nature of doing business in this region. To further encourage collaboration, we argue that it’s time for the Asian Association of Convention and Visitor Bureaus (AACVB) to undergo a re-purposing exercise and we speak to industry professionals who explain why and how this needs to happen. We will be exploring this issue further in the months ahead, so please stay tuned. In our Diversity and Inclusion section (p.20), we examine gender equality in the business events industry and highlight those organisations who demonstrate leadership with tangible outcomes. As the industry gathers for IMEX in Frankfurt, we turn to cleaning guru, Marie Kondo, to help us organise our busy event calendars (p.42); and ask association experts if the membership model is still relevant (p.36). We sincerely hope the words in this issue will inspire you to take action.

Lauren Arena Managing Editor

Managing Editor Lauren Arena lauren@untangledgroup.com CEO | Publisher El Kwang el@untangledgroup.com Creative Director Chua Yi Kiat kiat@untangledgroup.com Contributors Jack Carter Kim Benjamin Sanjay Surana Anis Rozalina Ramli

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Sales & Operations Michelle Lim michellelim@untangledgroup.com Lilian Kuan lilian@untangledgroup.com Jen Anderson jen@untangledgroup.com Design & Production PIXO fanix@pixosolutions.com

International Media Representatives China: Mary Yao mary@mhichina.com +86 10 6551 5663 ext 8008 Dubai: Rahul Sequeira rahul.sequeira@themediavantage.com +971 56 693 1213 South Korea: Alexander Paik apcomm@naver.com +82 10 5042 1337

Biz Events Asia is published by Untangled Pte Ltd 308 Tanglin Road, GreenHub Offices, Phoenix Park, Singapore 247974 Email: hello@bizeventsasia.com | Website: www.bizeventsasia.com Tel: +65 9833 1583 Visit us online for regular updates throughout the month: www.bizeventsasia.com Privacy Policy: Untangled is committed to managing your personal information in accordance with the Privacy Act. For a copy of our Privacy Policy, please go to www.bizeventsasia.com/privacy Printed in Singapore by Sunrise Printing & Supplies Pte Ltd. Reg no. L002/11/2017 PPS 1785/04/2013 (022963) MCI (P) 118/08/2018

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CHINA

HONG KONG

IBTM China Beijing | 28-29 August 2019

Brand Storytelling Hong Kong | 3-4 June 2019

THAILAND

Thailand Incentive & Meeting Exchange Bangkok | 10 June 2019

MALAYSIA

Hospitality Malaysia Conference (HMC) Kuala Lumpur | 3 July 2019

AUSTRALIA

Get Global Sydney | 26 July 2019

SINGAPORE

Asia Business Meet 2019 Singapore | 22-25 July 2019

Contents Volume 5 2019

Max Jantasuwan Founding CEO Events Travel Asia

Selina Sinclair Global Managing Director Pacific World

Andrew Chan CEO ACI HR Solutions

Deanna Varga Director Mayvin Global

Editorial Advisory board members

Ronald Lim Event Director & Founder Think Tank Productions

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Janet Tan-Collis CEO East West Planners

Neeta Lachmandas Executive Director The Institute of Service Excellence, Singapore Management University

Sumate Sudasna President | Thailand Incentive & Convention Association (TICA) MD | CDM Thailand

Damion Breust CEO Directions Conference & Incentive Management

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Co ntents

06 12 13 20 24

Upfront Leaders Gen Next Diversity & Inclusion Case Study

Cover 26 Story Can ASEAN provide a framework for greater collaboration among convention bureaus in Asia?

Associations Impact

M&I Toolkit

International association executives redefine membership.

Declutter your work calendar with the KonMari method.

Greater Bay Area

Japan

Malaysia

Chinaâ&#x20AC;&#x2122;s new destination for multi-city events?

Incentive ideas in the Chugoku region.

Memorable experiences and venues in Melaka.

Up Close

Accorâ&#x20AC;&#x2122;s Patrick Basset reflects on the evolution of the hotel industry.

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Up front

‘Don’t abandon Sri Lanka,’ industry urges

The travel and tourism industry in Sri Lanka is rallying together following a series of terror attacks that killed more than 250 people on Easter Sunday (21 April). The bombings — reportedly a retaliation to the mosque attacks in Christchurch in March — occurred almost simultaneously at three churches and three hotels in Colombo: The Shangri-La, Cinnamon Grand and The Kingsbury. Following the end of a 26-yearlong civil war, the country’s tourism and emerging business events industries have been gaining momentum. Rajeev Kohli, joint managing director at DMC, Creative Travel, which has operations in Sri Lanka, says the timing of the incident could not be worse. “The attacks in Sri Lanka have indeed been unprecedented in a country that has seen peace and a strong resurgence in tourism since the end of the civil war over a decade ago.” Kohli urges the global business events community to support the island nation. “It is important for the international travel community, especially in incentive travel, not to abandon the destination. The nation survives on tourism and needs the

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support of the global travel industry. Many nations over the past few years have gone through traumatic natural or man-made incidents that have impacted tourism. But we have also seen many of them getting the affection and support from the tourism fraternity.” Despite heightened travel warnings from the US, Australia and China, Kohli says he has not received any business event or FIT cancellations. “In fact, we’ve received an outpouring of support to a communique that we sent out globally to over 70,000 travel industry professionals. I think people recognise the larger picture now of supporting destinations in distress,” he says. Creative Travel has two impending group bookings for Sri Lanka – a 35-pax incentive from Belgium in May, and a group of 50 parents and students for a cricket tour in June — both of which have indicated they will not cancel. Over the past 12 months, the Sri Lanka Convention Bureau has been actively promoting the destination to international meeting and event planners, and Kohli says corporate travel business in Sri Lanka was “getting stronger and robust”.

BI Worldwide also reported an increase in enquiries for Sri Lanka in 2018, with interest from across Asia, particularly from clients in Australia and Singapore. “Sri Lanka has become an enviable destination,” BI Worldwide senior vice president Asia Pacific, David Litteken, says. “Its appeal is in its authenticity as its tourism is just coming of age. We certainly have seen an increase in client enquiries and we have been positioning Sri Lanka a bit more, as well. The interest is primarily for board meetings, smaller conferences and incentive travel experiences.” Litteken says the destination has huge motivational appeal, but is now encouraging clients to “take a pause”. “Unfortunately, we are not immune to safety and security concerns. Other fantastic destinations such as Bali, Christchurch, London, and Paris have suffered tragic incidents recently. The key is to watch how Sri Lanka responds and what preventative measures they begin to put in place.” The Cinnamon Grand and The Kingsbury hotels have resumed operations, while The Shangri-La will remain closed until further notice.

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Photo credit: NZ Hub

Calls to support Sri Lanka’s emerging business events sector following recent terror attacks.

U p f ro nt

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ICC Sydney Asia Roadshow Building on the success of the venue’s inaugural Asia Roadshow in 2018, ICC Sydney hosted a nine-day tour in March, visiting Tokyo, Shanghai, Guangzhou and Singapore. ICC Sydney CEO, Geoff Donaghy, says the team received resoundingly positive feedback, setting a strong foundation for market growth. “We are delighted with the positive reception our second tour of the region has received and the interest of Asia-based clients to bring their events to Sydney, with many booking for the first time. “Hosting an event series tailored for each city proved to be the ideal format to reengage with existing clients and forge new relationships, delivering an authentic and immersive Sydney experience.”

The business events industry rallied behind this year’s “reimagined” Asia Pacific Incentive and Meetings Event (AIME) in Melbourne, despite teething issues. All eyes were on the new kids on the block, Talk2 Media, who bravely took over the management of AIME (18-20 February) and were charged with breathing new life into a 27-year-old event that had recently gone into steep decline. Talk2 Media CEO, Matt Pearce, says there was “cascading pressure” to deliver a strong, “reimagined” AIME. “This is the largest show [of its kind] in Asia Pacific so we want to ensure it’s a regional show,” he says, addressing past criticism that the event was too focused on the Australian market and on promoting its host city. While local buyers were keen to see how Talk2 Media would reinvent the look and feel of AIME, a number of fresh-faced international buyers came to experience the event for the first time. Kuala Lumpur Convention Centre’s (KLCC) general manager, Alan Pryor, who returned to exhibit at the show after a recent absence, recognised a few bumps in the road at this year’s event, but commended the Talk2 Media team on their effort to elevate AIME as a regional platform for business and knowledge exchange. “Everyone wants innovation, but innovation requires change — and not everyone likes change,” he says, urging the industry to support the vision behind AIME and the presence of a major industry event in the region. To know what buyers and sellers thought of the event, read our full review online: bizeventsasia.com/2019/03/01/aime-2019the-good-the-bad-the-better/

AIME

Hotel executive, Peter Savoff, appointed GM of the Darwin Convention Centre

Jack Morton names Shelley Elkins chief creative officer

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Up front

Go green at IMEX IMEX Group is inviting exhibitors at this year’s IMEX Frankfurt (21-23 May) to make a Sustainable Exhibiting Pledge, in an effort to encourage best practice. IMEX Group CEO, Carina Bauer, says: “I’m inviting exhibitors to make a sustainable exhibiting pledge, to implement three simple green initiatives to help reduce their environmental impact at the show.” Leading by example, IMEX Frankfurt is 100 per cent hydro-powered and, thanks to responsible recycling systems at Messe Frankfurt, now sends zero waste to landfill. Sustainability will feature prominently throughout this year’s educational programme, while the first-ever Sustainability Policy Roundtable will take place on 21 May. In partnership with the Events Industry Council (EIC), IMEX will salute an organisation making a significant commitment to reducing its environmental impact by announcing the winner of the IMEX-EIC Innovation in Sustainability Award at the IMEX Gala Dinner.

> Australia

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Taiwan

Get Global has been awarded the highly distinguished ‘Exhibition of the Year’ title at the Meetings & Events Australia (MEA) National Awards, presented in Brisbane in April — the second time the event has won the award in its short, two-year history. The one-day Get Global event provides an opportunity for event and incentive organisers in Australia to meet with international exhibitors in a casual business setting (no pre-scheduled appointments needed), network with peers, and share knowledge. Get Global co-founders and directors, Gary Bender and Donna Kessler, say they are extremely proud of the accomplishments the show has achieved in such a short time “Gary and I started Get Global out of a need to showcase more international product and to disrupt the regular cookie-cutter format of our industry shows,” Kessler says. Get Global 2019 will be held at ICC Sydney on 26 July and will feature speakers from Saxton Speakers Bureau such as fitness guru Michelle Bridges and co-founder of Four Pillars Gin, Matt Jones.

BCD Meetings & Events (M&E) has added G-Concept, part of Taiwan-based GIS Group, to its expanding Global Partner Network. The move is set to better serve customers in need of larger, global scope with local delivery in Taiwan. BCD M&E global president, Scott Graf, says: “When we look to grow specific markets, we make a strategic decision to either expand our wholly-owned operations or partner with local businesses to serve our customers. When we do partner with local organisations, it is because we value their high level of industry expertise and their understanding of local business nuance.” BCD M&E will continue its Global Partner Network expansion in key markets throughout Europe, Middle East and Africa, Asia Pacific and Latin America in 2019.

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U p f ro nt

Creative Innovation

Hong Kong

Senthil Gopinath will lead ICCA as the organisation’s new CEO

For a second successive year, Hong Kong has been ranked the most expensive location in Asia for business travel, according to ECA International. ECA’s latest Daily Rates report, released in April, states the average business trip to Hong Kong costs a total of US$515 per day, including hotel costs of US$286. “Hong Kong has always been one of the most expensive Asian locations to visit on business, due to the combination of a high cost of goods and services, and expensive hotel prices,” Lee Quane, regional director – Asia at ECA International, says. “However, in recent years we have seen Hong Kong pull away slightly from other expensive locations such as Tokyo, Seoul and Singapore, and this year has been no different with Hong Kong now costing 4% more than Tokyo (US$494 a day) and 8% more than Seoul (US$477 a day), in second and third places.” ECA’s annual Daily Rates reports provide average costs for hotel accommodation, which makes up the bulk of any daily allowance, as well as meals, drinks, laundry, taxi transport and daily essentials. “We expect to see the costs of business travel to Tokyo increase over the next 12 months due to the city hosting major events such as the Rugby World Cup, Olympic and Paralympic games between now and the end of 2020,” Quane says.

The eighth edition of Creative Innovation Asia Pacific (Ci2019) took place in Melbourne from 1-3 April, where an impressive line-up of international speakers discussed the theme: ‘Human Intelligence 2.0 – A collective future. How will we manage the transition?’ The three-day conference featured a series of masterclasses, keynote presentations and lively panel discussions that explored workplace culture, artificial intelligence, neuroscience and a sustainable future. Co-founder and chancellor of Singularity University and director of engineering at Google, Ray Kurzweil delivered a thought-provoking keynote on the future of intelligence (natural and artificial) and predicted that by 2029 AI will be smart enough to pass the Turning Test. Several corporate and government heavyweights attended, along with scientists, academics, entrepreneurs and eight scholarship winners. Creative Innovation founder and executive producer, Tania De Jong, credits the event’s success to the fact that it is “community-wide, multi-generational and cross-sector, as opposed to traditional industry-based conferences and which have a single-industry focus”.

Peter Love and Mimi Fitzpatrick join INVNT as senior producer and producer, respectively

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Up front

Singapore Jewel Changi Airport opened to much anticipation and fanfare in April. The 135,700-sqm complex links Changi Airport’s terminals 1, 2 and 3. Top attractions include the 40-metre HSBC Rain Vortex, the world’s tallest indoor waterfall; Shiseido Forest Valley walking trails; and 280 retail and F&B outlets, including flagship, new-concept and new-to-market stores and novel dining experiences. Although there are no purpose-built MICE venues, organisers and attendees can avail of group dining, early flight check-in and intermodal air-cruise transfers. The Canopy Park at the topmost, fifth floor houses eight F&B outlets. Most of the restaurants and bars will section off an area for up to 30 people for private events. They include Herit8ge, Rumours Bar & Grill, Prive (upper level), Tanuki Raw and Tiger

Street Lab, the beer brand’s “first curated experience for locals and tourists”. Local PCOs and DMCs hope the Singapore MICE Advantage Programme, which ends on 31 December 2019, will be extended to shops at Jewel. Ivan Tan, Changi Airport Group senior vice president corporate & marketing communications, says: “We regularly review the offerings included and, in the upcoming review, will certainly consider including Jewel’s range of offerings.” Nancy Tan, managing director, Ace:Daytons Direct (International), thinks MICE intermediaries will promote Jewel if they know the options and opportunities. “We can definitely plug it on our website and encourage clients and foreign organisers to do likewise in promotional materials.”

Hangzhou

> 10

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Business Events Hangzhou hosted its first-ever roadshow in Singapore, highlighting its push to become the destination for ‘new economy’ events pertaining to fintech, renewable energy and AI. The event, which took place in March, saw eight service providers connect with 30 Singapore buyers and forms part of the government’s effort to elevate Hangzhou’s presence in the global business events sector. Renowned PCO and Hangzhou’s ‘MICE Ambassador’, Liu Ping, detailed the city’s event offerings before joining a panel discussion that offered advice on how to plan and execute events in emerging destinations.

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Op in i on Leade r

Talent crunch Jack Morton EVP, Greater China, Natalie Ackerman, on how to attract and retain good talent — and why it’s so hard in Asia.

E Talents want to see a career path, they want to know how they fit into the big picture.

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vents can be fast-paced, almost non-stop, requiring long hours, especially onsite. It takes a certain kind of talent to thrive in a setting like this. On the flip side, this same setting is exhilarating, rewarding, memorable and the teamwork that goes into the production of a live event or brand experience can make for lifelong friendships. Attracting talent in this industry means finding those who are a fit for the business. It’s not a career for everyone, and at a junior level, you don’t know it’s a fit until you experience it for yourself. And then, there’s the talent crunch. In Asia, the freelance mentality is growing, the idea that you can cherry-pick your projects. However, I rate company loyalty highly — it shows your determination and passion to deliver at a higher level than pure personal gain. At a more junior level, it helps you to learn and develop your skills. When you ‘grow up’ with an agency, good practices and learning fall into place. At more senior levels, full-time jobs allow you to develop leadership, mentoring and team skills. Young professionals want opportunities — the chance to learn more, see more and do more. We, as leaders, need to adapt to their mindset and focus on what inspires and engages them. This includes showing fluid and articulated career growth paths, walking the talk on diversity and inclusion and work-life integration. There are many success stories, but you can never sit back. We have to constantly evolve and stay ahead with opportunities, guidance and growth.

picture ahead of time. There’s the fun, glamorous part of creating events, but also the hard work and sleepless nights. Often, the glam of the industry — working with big brands, celebrities and largescale events — attracts young talents, but they soon realise the hard work that goes on behind the scenes. This may deter some people, but it’s a good way to pinpoint the right people to grow the industry.

Inspire with passion and emotions Share the success stories, emotion and exhilaration of what we do; inspire new talent. Young professionals look up to industry leaders and we need to share our passion and insights on the industry with them.

Don’t be afraid to invest in junior talent Some companies are reluctant to invest in the younger generations, assuming they will leave the company for other opportunities. And they may. But if we don’t invest in them, are they more likely to stay? As a global agency, we provide our team members with international opportunities, such as global travel and the chance to work with a diverse and exciting talent pool within global teams. This allows them to see a bigger part of Jack Morton and how we operate as one team. Retention is the same all over the world. Talents want to see a career path, they want to know how they fit into the big picture. Recurring events are great for business, but it can be less motivating for people to work on the same event year after year unless they know we have our eye out for their next step. So, the key is communication and managing expectations. Know what drives each individual, where they excel, what skills they need to hone to get to the next level — and provide those opportunities throughout their career. We have to watch out for burn-out also. Exercise flexibility and encourage work- life integration. Talent retention is a full-time job in itself.

Manage expectations We also need to give young professionals the whole

Based in Hong Kong, Natalie Ackerman is EVP, Greater China, at Jack Morton Worldwide.

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O p i ni o n G e n e ra t ion Ne xt

Lost in translation To attract young talent, Pacific World Vietnam’s Trang Pham says event professionals need to become better storytellers.

W Many Vietnamese suppliers are not ‘Westernised’ and do not understand the needs of international delegates.

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hen I first joined the business events industry in Vietnam, I didn’t know what to expect. I had studied hospitality and worked previously in hotel operations, which I enjoyed, but found rather monotonous. So, events seemed like a natural progression — but I really wasn’t sure what I was supposed to be selling. When I asked this question, the response I received was: “Everything about your country”. Now that’s an exciting proposition… Eight years on, I still love coming in to work every day. Designing an event experience for conference or incentive delegates is so rewarding — I get to showcase the best of Vietnam and share our culture with visitors. Many of our international clients are first-time visitors to Vietnam, and when we unveil a ‘wow-factor’ moment in an incentive programme — like dining in a cave in the middle of Ha Long Bay — witnessing their reaction and feeling their excitement really drives my passion. I’ve also had the opportunity to travel and meet so many interesting people — from overseas agents and inspiring speakers, to celebrities and CEOs — and have learnt so much from this industry. As an event professional, I have to be creative, but also be able to solve problems, and I've developed so many new skills. This has helped me become a better professional, and a better person. This feeling can be difficult to explain, but it’s really important that we do. We need to tell our stories — yes, planning events can be exhausting, but our work really does spark joy. We must communicate this effectively if we want to attract young professionals to the industry. In Vietnam, the meetings and events industry is very new and, while policy-makers are realising

the potential and appeal of our industry, more work needs to be done to engage young talent and raise professional standards. First, we need to be more active with universities and schools. As an industry, we should be represented at university career days, volunteer to be guest speakers, and host workshops so students can hear ‘from the horse’s mouth’ what it’s really like to work in events. Beyond training and college, I also believe we need to send our young professionals abroad, to neighbouring countries like Thailand, Singapore and Malaysia, where the business events industry is more established. Here they can really ‘experience’ event management, interact with industry peers, and improve their English language skills. A few months ago, we sent an account manager to the Pacific World Asia HQ in Singapore to work alongside our regional teams. He returned very confident and recently ran a week-long conference in Hanoi for 400 people. He is also the first Vietnamese event professional with a CMP certification. We also need to raise awareness and get the industry, however small, involved. An increase in international hotel brands like JW Marriott, Sofitel and InterContinental is helping to raise standards, but many suppliers are still not service-minded. In addition to this, many Vietnamese suppliers are not ‘Westernised’ and do not understand the needs of international delegates. This is an ongoing educational journey. We must continue to work with government to attract more business, more professionals and more storytellers. Trang Pham is MICE senior account manager, Pacific World Vietnam.

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Op in i on I APCO

Digital disruption or distraction?

D The fast pace of change within the digital environment makes it difficult to compete when coming from a traditional environment.

Biz Events Asia is a strategic media partner of IAPCO

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Meeting Minds Experts CEO, Medhat Nassar, says new tech tools may seduce, but customer experience remains key.

o we need to spend more on technology to achieve growth? With so many digital tools in play — from the web and social media, to mobile apps, chat bots, and wearable tech — it is easy to lose focus on the real benefit such tools provide, making the term ‘going digital’ in itself a distraction rather than a solution. In an attempt to shift from a traditional to digital environment, some business events end up investing in technology and resources without achieving growth. Some may even lose ground and downsize, the common reasons being: (1) they wanted to see immediate results and (2) they didn’t consider the customer’s experience. Technology is supposed to help us know our customers better, otherwise it would just be an added cost, leading to frustration among clients and within the organisation itself. Some people say that millennials like to be more interactive and influence the interaction rather be told what to do. But what matters — regardless of the generation — is our ability to understand our customers’ needs and deliver what they want through a simple and flawless experience. Going digital is intended to enhance interaction with participants, encourage them to open up and allow us to do business. Mapping the interaction stages and identifying customer needs is, in essence, the whole meaning behind going digital. Otherwise, we risk losing engagement, even with all the technological capabilities on our side. The mapping process also helps identify issues that cause frustration, as well as stages where customers are at the highest level of satisfaction to sell them something more or get them to advocate for the organisation.

Then comes disruption, which means ‘challenging the status quo’. Disruption not only requires working smarter but harder, faster and often in a way so out-of-the-box that the established competition doesn’t see you as a threat. It is about being so disruptive that bigger players cannot or will not adapt fast enough to knock you out of the game. Disruption is not about thinking better, but about thinking differently. The process begins with asking ‘why’. If the answer is weak, you have found an opportunity. The starting point is: “That’s just the way we’ve always done it”. However, challenging the norm isn’t always easy. Sometimes the best ideas can come too soon and the market may not be ready to accept them. So, it is most important to always test and keep trying. Business events operate in a very disruptive space and the fast pace of change within the digital environment makes it difficult to compete when coming from a traditional environment. In a digital environment, we put the customer journey or experience in place first, then allocate the processes and resources required. The customer journey becomes the product itself, not the technological infrastructure running it. Just like any other product, it requires planning, processes, resources, management, measurement and improvement. This article was provided by the International Association of Professional Congress Organisers. Medhat Nassar is CEO of Meeting Minds Experts Dubai – UAE, a specialist PCO and corporate meetings planner. IAPCO represents 133 companies comprised of more than 8,300 professional congress organisers, meeting planners and managers of international and national congresses, conventions and special events from four countries. For more information, visit: www.iapco.org.

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News Excl usi ve

Michelin sinks teeth into incentive travel

High performance... Michelin’s Grand Tour of Switzerland incentive programme ran for six weeks and was recognised in SITE’s 2018 Crystal Awards.

hen the Michelin Guide launched in 1900 it was a marketing ploy (perhaps the first example of content marketing) to sell tyres. The Michelin brothers, Ándre and Édouard, who started the tyre company 11 years earlier, created guides that catalogued hotels, mechanics, and rest stops in an attempt to promote travel around regional France — and the Michelin tyres needed to complete the journey. In 1926, the guide expanded to include restaurants, highlighting food worth travelling for. From humble beginnings, the

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Michelin star rating is now considered the “Oscars of the culinary industry”. Today, the recognisable red guides are available in more than 25 countries (six in Asia), and have revolutionised not only the way we eat, but how and why we travel. Tourism boards in places like Seoul, Singapore and Thailand are cashing in on the rise of gastrotourism and with it, the increased popularity of the Michelin brand in Asia. “After expanding the Michelin Guide into Asia, we started looking at new ways to leverage this brand asset,” explains Tom Jupena, marketing & sales director, Michelin

Travel & Lifestyle, North America. “The annual launch event in Singapore is now one of our biggest, globally, and this really opened up our thinking towards events.” A recent report by the Economist Intelligence Unit found that culinary experiences are a determining factor when it comes to bleisure (business and leisure) travel. This is consistent with current incentive travel trends across Asia Pacific, where highly localised cultural interactions and farm-to-fork dining options are high on the agenda. Indeed, Michelin’s own 2017 Grand Tour of Switzerland incentive programme,

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Photo credit: Michelin North America, Ovation Global DMC, Singapore Tatler

Tyre brand known for its culinary guides takes a slice of the corporate incentive travel pie following the expansion of Michelin Experience. By Lauren Arena

N e w s E x c lusiv e

which rewarded 120 of Michelin USA’s top clients and distributors, was recently recognised for ‘Excellence in Incentive Travel: Europe’ at the SITE 2018 Crystal Awards. Produced in conjunction with Ovation Global DMC, the programme saw six waves of approximately 20 guests embark on a week-long road trip through the Swiss Alps. The immersive driving experience followed the 1,609-km circuit mapped out in the Michelin Green Guide Grand Tour of Switzerland, which featured scenic lakes and alpine passes, landmark hotels and some of the country’s best restaurants. “We worked closely with Ovation to ensure everything — from the driving route, to the lunch spots, and nightly, personalised room drops — was executed perfectly, every time, six times over,” says Ryan Hilley, head of Michelin Experience, North America. “When you deliver such a high-quality brand experience, it’s the small details — those magic moments — that really matter.” Michelin saw a 23 per cent increase in incremental sales as a result of the incentive, and participants rated it 10 out of 10. The Michelin Experience division is now looking to create similar experiences for other brands, combining its unrivalled access to the world’s top chefs with its highperformance tyres (often attached to luxury vehicles) to carve out its own slice of the incentive travel pie. “As a global group, we recognise the value in revenue-generating, experiential travel for corporate partners,” Hilley says. In January this year, Michelin teamed up with aircraft manufacturer Cirrus to offer premium dining experiences to customers, which include VIP transfers and accommodation. A similar partnership has also been established with Arch motorcycles, co-founded by Keanu Reeves (yes, the actor) and Gard Hollinger. In April, Michelin hosted a two-day experience in Los Angeles for 10 guests. A ‘top secret’ itinerary of racing and dining included an exclusive tour of comedian Jay Leno’s extensive car collection, led by the former Tonight Show host himself; and lunch at Arch motorcycle’s garage where Reeves and Hollinger made a surprise appearance and dined with guests.

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The group was then taken on a behind-the-scenes tour of Wolfgang Puck’s famed Beverly Hills steakhouse, CUT, where the Michelin-starred chef hosted a cooking masterclass and judged each participant on their risotto-making skills. In case the risotto wasn’t enough, a five-course dinner followed. And this is just the beginning. “Moving forward, we really want to open up avenues through DMCs and event agencies,” Hilley says. “A lot of event agencies are already including Michelin-starred dining in a lot of their programmes, but actually partnering with us will give them a leg-up on the competition because when Michelin comes in, it changes things. It changes access.” He adds: “We’re not providing cookiecutter experiences. When you have a brand

endorsement from someone like Keanu Reeves, you can’t put a dollar on that. He sees the value in selling an experience to guests and is happy to share his story.” As part of Michelin Experience’s ongoing engagement strategy, Hilley plans to leverage connections with international event agencies, like Ovation Global DMC, and will be attending IMEX Frankfurt this month (May).

We’re not providing cookiecutter experiences. RYAN HILLEY Head of Michelin Experience North America

Unrivalled access... Michelin Experience creates programmes with famous faces (top) and top chefs (above).

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Div ersi t y & Incl usi o n sec t i o n sp o nso r

ALL INCLUSIVE Accor’s Kerry Healy propagates the spirt of diversity and inclusion for the business events industry.

D We understand that it is vital to celebrate all visible and invisible differences among our team members.

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iversity and inclusion (D&I) is one the founding principles of our managerial ethics, which are both rooted in our DNA and the key to our company’s success. With approximately 280,000 employees, we understand that it is vital to celebrate all visible and invisible differences among our team members. Since launching the diversity commitment in 2008, we now work in a culture where people feel their different opinions, behaviour and needs are heard, respected and taken into account. To make the transition from words to actions, a D&I governance structure has been built around an international community that meets regularly to share best practices and implement our diversity commitment at an operational level, wherever we are. The Asia Pacific region is a true cultural melting pot, made up of local citizens and global residents. We have a pool of dynamic talent whose ‘think global and act local’ attitude enhances our hotels’ capabilities in delivering exceptional event experiences. When it comes to supporting our customers’ event success, we first focus on understanding their event objectives.

We do not make assumptions based on demographics and historical data. No matter how experienced we are, or how well we know the customer, we treat each event as a new experience and every participant as an individual. Our teams carry the spirit of the four priorities in Accor’s D&I charter in their approach when working with event professionals: • Gender diversity and equality • A breadth of ethnic, social and cultural origins • Multi-generational synergy • The integration of people with disabilities Through our advisory work with global industry associations like PCMA, I support their efforts in raising the profile of D&I in the meetings industry. The PCMA Ascent initiative attracted 120 CEOs who pledged to be marshal leaders in the business events community around D&I issues. We are proud to support the D&I education journey because at Accor, we are proud of our differences. Kerry Healy is vice president of sales, Asia Pacific, at Accor.

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Div ersi t y & Incl usi o n

Gender agenda: Walking the talk Industry professionals are leading change by putting words into action. By Kim Benjamin

Not in my workplace... Australian Human Rights Commission president, Gillian Triggs, addressed delegates in Melbourne.

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D i v e r s i t y & I nc lusio n

Local initiatives... More than 800 delegates attended the NIMW Summit, which called for an end to workplace sexual harrassment.

ith International Women’s Day celebrated globally in March, issues such as gender pay gaps, a lack of leadership roles for women and sexual harassment in the workplace came under the spotlight. The meetings and events industry is in a vulnerable position with regard to sexual harassment in particular. The combination of unusual/unsociable hours, men and women gathering and staying at hotels and attending sessions where alcohol is often served, means the fine line between business and pleasure can easily become blurred. “It’s not enough to just have a sexual harassment policy or code of conduct if it isn’t enforced or has no real consequences for the harasser,” says Karen Bolinger, who recently resigned as CEO of the Melbourne Convention Bureau after more than seven years at the helm. “But creating one — or ensuring your existing policy has real teeth — is a good place to start.” In February, Melbourne Convention and Exhibition Centre hosted the inaugural ‘Not In My Workplace’ (NIMW) Summit, a local initiative calling for an end to workplace sexual

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harassment. More than 800 leaders listened to experts and shared knowledge. NIMW aims to develop practical toolkits and resources to ensure that women, in particular, younger ones, are protected. Bolinger believes that the events industry needs workplace champions leading by example to create a respectful workplace culture. “Educate and share your policy; everyone in your business needs to understand it,” says Bolinger. “Following through is key. If an incident occurs, listen closely and explain the steps outlined in the policy you have in place. Listen, show support and be professional.” The Professional Convention Management Association (PCMA), meanwhile, is actively promoting more inclusive workplaces with its Ascent CEO Promise. It seeks to empower those challenged by gender, sexual orientation, race, ethnicity or disabilities to find success in the events industry. The CEO Promise asks leaders to commit to embracing a culture of inclusiveness in their organisations and events. Sherrif Karamat, president & CEO of PCMA, says more than 100 CEOs have signed the pledge since its launch at IMEX Frankfurt last year.

By working together towards inclusion and diversity at the events we produce, we will enact meaningful social change. SHERRIF KARAMAT President & CEO PCMA

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Div ersi t y & Incl usi o n

We need to help each other through open and constructive dialogue and learn from each other to improve. CARINA BAUER CEO IMEX Group

Seeing is believing... Female leaders in the events industry call for a greater focus on gender balance on “The industry really is moving towards healthier and more welcoming workplaces and events,” he says. “There will always be more work to be done, but to know that this number of industry leaders have committed to making a difference is so gratifying and encouraging.” At this year’s Convening Leaders, an annual PCMA gathering of more than 4,200 professionals for education and networking, Karamat points out that well over 50 per cent of the 130 speakers were women and/or people of ‘colour’. “Many of the 2019 keynote speakers championed diversity,” he says. “By working together towards inclusion and diversity at the events we produce, we will enact meaningful social change.”

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The second edition of She Means Business will take place at this year’s IMEX Frankfurt in May. Organised by IMEX in partnership with TW magazine, the initiative follows from a 2016 survey on gender equality and gender issues in the meetings industry. She Means Business showcases women from around the world, from all walks of life and types of business. “It’s so important that we ‘live’ gender equality and inclusivity values and not just talk about them,” says Carina Bauer, CEO of IMEX Group. “We’re working on a code of conduct for our delegates around diversity and inclusion. We also strive to have a good balance of speakers at the show, aiming to be as close as possible to 50:50 in terms of gender balance.”

Bauer believes that for increased gender equality, there needs to be a focus on gender balance on speaker panels and boards, as well as ensuring that the events industry is as inclusive as possible for all minorities, including those with disabilities. “This means creating safe and welcoming events and organisations where people can truly ‘be themselves’,” she adds. “As an industry, we are well placed to tackle these challenges, but we are only at the start of the process. We need to help each other through open and constructive dialogue and learn from each other to improve.” The Exhibition & Event Association of Australasia’s (EEAA) International Women’s Day event was held this year on 7 March. Launched five years ago, the event explored

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D i v e r s i t y & I nc lusio n

There are opportunities in our industry for men at senior level to get more engaged. FAY SHARPE Vice president BCD Meetings & Events

speaker panels and boards, and in senior positions with equal pay. three keys themes: women’s health and wellbeing, women in leadership and women performing non-traditional roles. According to Joyce DiMascio, chief executive of EEAA, it is one of the association’s most popular events and helps to shine a light on achievements and promote a culture in the industry that enables women to flourish and be their personal best. The business events industry appears to be increasingly recognising the contribution women make. Addressing the gender pay gap, however, remains an ongoing challenge, not just for events but also many industries. As Bolinger points out, the latest statistics released in February by the Australian Bureau of Statistics show

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the gender pay gap is 14.1 per cent — down from 14.6 per cent in the past six months. However, as Bolinger highlights, it has remained relatively flat over the past 20 years. In the UK, research released in March by the Trade Union Council showed that the average pay gap between men and women in the UK stands at 17.9 per cent. Leah Carter, head of events at the Association of MBAs, says that while women are well represented in the events industry, they often hit a certain level where it can be difficult to progress and increase salary levels; moreover, a senior role such as head of events often does not attract the same level of pay as similar roles in marketing and PR.

“Working in events gives you important skill sets, such as project management, team building and diversity, which is sometimes overlooked in organisations,” she says. For Fay Sharpe, vice president at BCD Meetings & Events, and founder of Fast Forward 15, a mentoring scheme for women in events, gender pay gaps are unacceptable within the industry, but she believes it’s not just a question of equality. “There are opportunities in our industry for men at senior level to get more engaged — but let’s not just focus on equality, it’s about talent too,” she says. “One of the challenges we have as a sector is recruiting and ensuring we have engaged talent. Our industry is 70 per cent women — we need to get talent on board and move upwards.”

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Ca se St udy Xer ocon 2 0 1 8

Xerocon 2018 rocks Brisbane INVNT APAC brings the ‘Coachella for accountants’ to Australia’s sunshine state. By Lauren Arena

Immersive storytelling... A series of activations transformed the Brisbane Convention & Exhibition Centre and brought Xero’s brand message to life.

loud-based accounting software company, Xero, first launched its annual conference, Xerocon, in New Zealand in 2010. The two-day event has since garnered a global reputation for its fusion of inspirational and educational content, and playful activations — so much so that it’s now referred to as ‘the Coachella for accountants’. Last September, Xero enlisted brand storytelling agency, INVNT to produce, manage and design all aspects of Xerocon in Brisbane. This included overseeing the budget, venue selection, managing third-

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party vendors, sourcing speakers, rehearsal management, and creative concepting. INVNT APAC managing director, Laura Roberts, says: “It was important we uphold this reputation and create an event that would fulfil the brand’s desire to create an inspirational, educational experience for accounting industry professionals and provide plenty of opportunities for networking.” Ideation Leveraging the power of storytelling, INVNT applied its creative and strategic methodology, known as INVNTion, to

extract Xero’s key brand messages and weave them into a consistent narrative. “This narrative was used to inform the conceptualisation, design and production of the entire experience — ensuring the event was highly customised, resonated with attendees and conveyed Xero’s brand values,” Roberts says. Taking inspiration from the host city and Queensland’s reputation as the ‘Sunshine State’ of Australia, INVNT devised a Miami theme for the main event, which took place at the Brisbane Convention and Exhibition Centre. To bring the story to life, a series of brand

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C a s e S t u d y X e rocon 2018

Let there be light... INVNT created a bespoke x-shaped lighting installation to help delegates navigate their way around the event.

activations was created, including a 24-metre, custom-built pink pool filled with 250,000 balls; a basketball court where attendees could shoot some hoops with NBA stars; ping pong tables; a putt-putt golf course; and a themed menu featuring breakfast tacos, fresh juices and smoothies, and ‘dude-food’. The agency partnered with Fenella Kernebone, head curator of TEDxSydney, to curate a performance and speaker programme that was interspersed with a range of informative Xero-led sessions. Talent included YouTube beat-box sensation, Tom Thum; London terrorist bombing survivor, Gill Hicks; and New York Times bestselling author of The Subtle Art of Not Giving a F&*k, Mark Manson. Execution INVNT APAC tapped into its global teams and blended resource model to deliver the project. “The event truly was a global effort — we had regular calls with our dedicated creative team in New York on the initial ideation and conceptualisation of the event, and then leveraged freelance creative talent to help make the ideas we had developed a reality in the physical space,” Roberts says. To ensure a seamless transition between educational sessions and networking breaks, INVNT incorporated light installations and digital elements. “With networking a key objective for the event, we wanted to ensure there was a unified atmosphere throughout,”

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Roberts explains. “This led us to create a bespoke x-shaped lighting installation. It was lowered down over the main stage when it was time for the breakout sessions and washed different sections of the stage in different colours so that delegates could navigate their way to their chosen sessions with ease. “Once it was time for the keynote presentations to re-commence, we lifted the lighting installation and delegates came together once more, ensuring a seamless experience that was perfect for mingling and conversation.” Several screens were used to create a cube-shaped billboard that hung above the custom-built stage (above), offering a 360-degree view. A silent PA technology system was also employed, which saw attendees don headsets and tune in to the speaker of their choice without distraction from the rest of the stage. To accommodate networking drinks at the end of day one, the agency also built a Perspex stage over the pink pool ball pit, where Los Angeles-based musician Lionel Cole performed live. A ‘Brisvegas’ wrap party was held at theatrical nightclub, Cloudland. The party comprised five themed rooms, including a Chapel experience with a custom-made altar and real-life Elvis, and a Cigar Lounge, which encouraged interactivity with a roulette table and croupier. “We’re huge advocates of the power of social media and ensured both the event and wrap-party were brimming with moments that encouraged social

Lessons learnt Utilise a blended resource model of full-time staff and local freelance talent

Brand storytelling should inform the creative process

Use light installations to quickly ‘reconfigure’ spaces for educational and networking sessions

sharing — think unique, participatory activities, brightly coloured props, and of course the ball pit,” Roberts says. The event attracted more than 3,300 guests, and delegate satisfaction was recorded at 8.3 out of 10. Over the course of the event, the Xerocon hashtag received 6.3K mentions and was trending on Twitter. Xero’s global head of events, Cara Weers, attributes the success to the brand’s partnership with INVT. “Each member of the INVNT tribe shares a challenger mindset, where status quo is never enough. This, combined with their integrated approach and seamless delivery, resulted in a jam-packed extravaganza full of engaging content and experiences, making it one of the best Xerocons yet.”

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Co ver St ory

Competition VS Cooperation Can destination marketers in Asia rise above parochialism to elevate the region on the global business events stage? Lauren Arena investigates.

trategic partnerships can be a highly effective way to build business. Recent examples of collaboration among adversaries, like Apple and IBM, Heinz and Cadbury, and BMW and Louis Vuitton have proven that collaboration can enable brands to compete in new markets, offer unique competitive advantages, gain new distribution, or — and the case of the latter — increase brand awareness through favourable association. But can the same be said of destinations? While many convention bureaus represent direct competition, especially in local markets, collaboration can provide positive growth opportunities. Here, competitors may turn into allies that have similar skill sets, resources or expertise to build local relationships and drive further growth. There are several ‘associations’ that bring together convention bureaus from different cities and regions to share knowledge and best practice (see p.32) but the leading example of collaboration in the global business events industry is the partnership between the Vienna and Barcelona convention bureaus. “It started with the United European Gastronenterology Congress back in 2012,” explains former Vienna Convention Bureau director, Christian Mutschlechner, who retired in February 2019 after helming the bureau for 27 years.

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At the time, the European society was looking to limit its annual five-day congress, known as UEG Week, to two cities. “In a discussion with [the society’s directors] they asked us to propose another city and we brought Barcelona in,” Mutschlechner says. The two bureaus prepared a joint bid and successfully won the right to alternately host the event, which attracts about 14,000 delegates from 120 countries, from 2014 to 2019 (UEG Week 2019 takes place in Barcelona in October). “It was quickly clear that the association would pick up this ‘two-city model’ for a number of years, so we started to see if other associations might be interested in a similar model,” Mutschlechner says. “Those that did, usually followed a three-year cycle: Barcelona and Vienna were fixed destinations and the third year was open to a traditional tender.” According to Mutschlechner, this strategy proved successful because it allowed associations to save time and money. “Work load in the office was reduced due to the familiarity with the two destinations, while planning and logistics became easier.” For Mutschlechner, the UEG Week win not only confirmed the efficacy of the bureaus’ joint marketing cooperation (they have joint exhibition booths at industry tradeshows like IMEX and conduct joint in-market roadshows), but that collaboration produces sustainable business results.

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Powerful partnership... Two-city bidding model developed by Vienna and Barcelona convention bureaus helped to secure mega events like UEG Week from 2014 to 2019.

Together, we can be more successful in certain cases than alone, even if we are strong competitors. CHRISTIAN MUTSCHLECHNER Former director Vienna Convention Bureau

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“In the cooperation of the two cities, and the respective venues, we established early on that we would ‘play our cards’ openly and build a transparent relationship — this was the only way to be successful,” he says. A natural chemistry, beyond business, was another crucial element to the success of the collaboration. “Friendship between people,” Mutschlechner insists. “If that does not exist, nothing will happen. And believing in the fact that, together, we can be more successful in certain cases than alone, even if we are strong competitors.” This partnership has been lauded across the globe, and worked to elevate the event prowess of both cities. Is such a collaborative approach possible in Asia? Or is the nature of doing business too competitive? Competitive culture For Gary Grimmer, CEO of business events advisory, GainingEdge, the

rotational nature of international association business means there is “no real commercial benefit to keeping secrets”. “Europe is a small land mass with a huge amount of meetings going on and I think the visionary partnership between Barcelona and Vienna played a key role in their success,” he says. “I think this model could work in Asia, which is a big land mass with fewer international meetings going on. “However, it would probably be partnerships between destinations in different regions of Asia. I could see an East Asian bureau partnering with a Southeast Asian one, as an example, but competitive pressures within sub-regions would make partnerships in Asia very unlikely.” Jason Yeh, founder and CEO of GIS Group, a leading meeting solution provider in Taiwan, and chair of ICCA’s Asia-Pacific Chapter, agrees. “There will definitely be some challenges for Asian countries to work

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that way. With the Asian mindset, we often think more about competition rather than collaboration. It will be a long journey to overcome this kind of mindset.” What’s lacking in Asia, according to Grimmer, is empathy between competing bureaus and destination marketing organisations (DMOs). “The key is to realise that over time, if your partner wins the bid one time, they can help you win it the next time. As regional conventions proliferate in Asia, creating more annual rotations, the opportunities and benefits of partnership will grow.” He adds: “Most of Asia hasn’t awoken to the realisation that business events are an important strategy for developing knowledge and creative economies.” GainingEdge currently manages the BestCities Global Alliance, a leading convention bureau alliance made up of 12 cities, including two from Asia: Singapore and Tokyo. According to Grimmer, BestCities members willingly share knowledge and do so in a very organised way. “This includes an alliance-run business development programme involving leads research and client engagement that benefit all partners. It also involves the partners sharing market intelligence among themselves on specific convention bids,” he explains. “However, BestCities started as a Western construct, where the idea of sharing information with competitors is a bit more mainstream. In a cultural sense, many would say that Asian destinations are more guarded in terms of knowledge and information exchange. Ultimately, the question is, do you want all of a smaller pie or your share of a larger pie?” Yeh believes DMOs in Asia should be more open-minded towards the opportunities around collaboration. “Instead of a ‘give and take’ approach [to collaboration], it may be better for us to co-create,” he says. “For example, organising an event in the region together. But, of course, it is challenging because bureaucracy plays a big role in the decision-making process

Poker face... AACVB’s eight members continue to grow individually, while the collective voice has fallen silent.

in Asian countries. Unless DMOs can act more independently, it will still be tough to overcome the issue.” Politics at play Successful convention bureaus, like that in Vienna, work independently of government. And, according to Grimmer, the operational agility of a bureau is the secret to success. “Bureaus that get bogged down in government processes are not going to be as efficient and productive as those that are agile and can make their own decisions,” he explains. “They can be a part of government, but need budget authority and a dependable revenue.” And the best bureaus are backed by engaged industry professionals and governments that have clear policies. “Wherever we see strong bureaus, we see active, progressive local supplier communities working with government to push things along. In most of Asia, the only people trying really hard to push things along are the bureaus themselves.” “Interestingly, it’s Southeast Asia that has the strongest and most

experienced bureaus, including Thailand, Singapore and Malaysia,” Grimmer says. “In East Asia, Tokyo, Seoul and Hong Kong would be the regional leaders. Then there’s pretty much the rest of Asia which is struggling in relation to building proficient bureaus.” Asia is still new to the association world and the evolution of bureaus in the region has been slow. Many bureaus are part of city or national tourism organisations — not part of trade portfolios — and this is a critical issue, even in Southeast Asia. According to industry veteran Mike Cannon, who helmed the Association of Australian Convention Bureaux (AACB) for 12 years before leading Business Events Sarawak for five (2013-2017), many politicians in Asia don’t understand the ‘beyond tourism’ value of business events. “Some governments are realising that they shouldn’t chase volume, but many still think numbers are the ‘be all and end all’ — they’re not. That’s why we promote business events as providing yield beyond tourism with far greater benefits to society.”

AACVB needs to go through a re-purposing exercise. ALOYSIUS ARLANDO CEO, SingEx Holdings President, SACEOS

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Most of Asia hasn’t awoken to the realisation that business events are an important strategy for developing knowledge and creative economies. GARY GRIMMER CEO GainingEdge

He adds: “In Southeast Asia and some parts of Australia, bureaus are lobbying to heads of government, but not preaching to bureaucrats and emerging politicians, so when politicians change — and they often do here — there’s no one to carry the message forward. There’s no continuity.” This vicious cycle stifles growth and, when it comes to collaboration with the so-called competition, Cannon believes many bureaus in Asia are simply too immature to recognise the opportunities available. However, SingEx Holdings CEO and president of the Singapore Association of Convention & Exhibition Organisers & Suppliers (SACEOS), Aloysius Arlando, argues that healthy competition has helped to elevate the industry. “Competition provides us with an opportunity to do a reference check, it spurs us on and keeps us on our toes… and it’s only going to intensify,” he says.

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For Arlando, barriers to collaboration exist in Asia due to differing “levels of readiness”. Collaboration is at a “very fundamental level” — focused on sharing best practice and training. “The way ASEAN [Association of Southeast Asian Nations] and Asia work together is an evolutionary process. We’ve got alliances going on, but each destination is at a different stage of development… members are still trying to find their own groove.” This insular approach to destination branding is hampering not only greater collaboration, but the overall evolution of the business events industry in Asia. And the collapse of the Asian Association of Convention and Visitor Bureaus (AACVB) is testament to that. AACVB needs reinvention Founded in Manila in 1983, AACVB was formed to promote the region as a business events destination. At the time, founding members — bureaus

in Hong Kong, Malaysia, Philippines, Singapore, South Korea and Thailand — were in their infancy and so a ‘pooling of resources’ allowed each country to promote and develop itself. “I would say that AACVB fell silent about 25 years ago and then had a lowprofile resurgence about a decade ago, and is still keeping a pretty low profile,” says Grimmer. “AACVB is, by charter, an organisation of national bureaus, some of whom are active while others are not. In my view, what Asia needs is an organisation for all bureaus, both national and city-based. Then there would be the numbers and the energy to get things done. That would encourage more collaboration and a more solid future for this industry in Asia.” Grimmer sees the need for AACVB to broaden its constituency in order to become a peak body that represents the entire industry, not just bureaus. The Thailand Convention and Exhibition Bureau (TCEB) has been one

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Collective voice Australia’s peak industry bodies (above) successfully lobbied government to bring about the Business Events Bid Fund Program, which has secured several major events since its July 2018 launch.

of the more active members of AACVB. TCEB’s senior vice president — business development, Nichapa Yoswee, says the organisation ran an Asia for Asia Summit for seven years (last held in 2014) where members would formulate advocacy strategies and share business leads. Speaking at the BE@Penang conference last December, Yoswee said: “Now that Asia is on the rise and convention bureaus have become strong, competition is very intense. Therefore, sharing leads becomes impossible because we cannot go back to our government to explain we lost a bid because we gave it to our neighbouring countries.” However, she admits knowledge sharing can be improved. “We should be able to share resources and products that we already have, like sustainable event guidelines and incentives for operators. We should come together and work on something that the private sector can do for policy regulations that will facilitate the ease of doing business [across Asia].”

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While sharing leads à la Vienna and Barcelona may not be immediately viable, SACEOS’ Arlando, like Grimmer, says it’s time for AACVB to do some soulsearching. “AACVB needs to go through a re-purposing exercise and now is the perfect time to do a self-assessment. Every association needs to do periodic reviews in

order to take the pulse of the industry and be clear on where they can add the best value.” Under its current structure, AACVB is voluntarily led by member bureaus on rotational basis (currently led by MyCeb) — and this is an inherent problem. “They only take it on for self-serving purposes; not to make the region robust,

We should be able to share resources and products that we already have. NICHAPA YOSWEE Senior vice president - business development Thailand Convention & Exhibition Bureau (TCEB)

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Destination alliances Founded in 2000, this global alliance is made up of 12 cities: Berlin, Bogotá, Cape Town, Copenhagen, Dubai, Edinburgh, Houston, Madrid, Melbourne, Singapore, Tokyo, and Vancouver. In January this year, the alliance unveiled its 2019-2021 strategic plan, which identifies a clear purpose for the alliance: ‘to harness the power of collaboration and community to create positive impact through business events’.

In 2015, visit.brussels, Dubai Association Centre, Singapore Exhibition & Convention Bureau, and Destination DC came together to form this initiative in response to the increasing decentralisation of international associations.

AACB brings together Australia’s city and regional convention bureaus and uses a collaborative approach to lobby stakeholder groups, including government, to support growth in business events.

AACVB was formed in 1983 to create regional cooperation in developing Asia’s convention bureaus. The founding CVB members included Hong Kong, Malaysia, Philippines, Singapore, South Korea and Thailand. China and Macau joined in later years. In 2008, the organisation reviewed its mission and strategic goals, but has since fallen silent.

ECM provides a platform for convention, leisure and city marketing professionals to exchange knowledge. The nonprofit organisation promotes and links the interests of members from more than 100 major cities in 36 countries.

Founded in 1914, this association represents more than 6,000 professionals from 575 destination organisations across the globe. Led by president and CEO, Don Welsh, and a team of 24 staff, Destinations International provides educational resources, networking opportunities, research and advocacy.

Bureaucracy plays a big role in the decision-making process in Asian countries. JASON YEH Founder and CEO, GSI Group ICCA board member and chair of APAC Chapter

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it’s only to make them robust,” Cannon says. “And it doesn’t work, so AACVB is a total failure.” But all is not lost. He points convention bureau leaders in Asia towards the vast disparities between the AACVB and Australia’s AACB, which was formed in 1985. While AACVB is stuck in a web of red tape and inertia, AACB is thriving. The AACB board is made up of convention bureaus in major cities and regional areas across Australia, but — and here’s the crucial difference — the organisation is led by an independent CEO, Andrew Hiebl. “Collectively, we lobby for positive government policies that help attract business events to Australia and drive growth,” Hiebl explains. “Our members also collaborate by participating in our Market Intelligence Program, whereby they submit bid data to the AACB on a quarterly basis. This information can

be used for research-led advocacy, but also allows for benchmarking against the national data set — knowledge is power.” The AACB board assesses its progress at quarterly meetings, while strategic plans are typically designed for three-year periods with annual priorities and budgets. AACB also runs an annual conference, Destination Business Events, where knowledge is shared and key contacts in competing destinations are made. In its 34-year history, AACB’s consistent lobbying — which was cleverly aligned with that of the Business Events Council of Australia (BECA) to ensure a clear message was sent to government — has produced remarkable results; namely, the establishment of Business Events Australia within Tourism Australia, and the introduction of the Business Events Bid Fund Program in 2018. AACB has also been invited to participate in many Australian Government committees

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over the years, most recently the ‘Beyond Tourism 2020 Steering Committee’. Cannon says AACB’s working with BECA, the industry’s peak body in Australia, helped to bring the entire industry together. “Individual bureaus could have somebody lobbying at federal government level, while they focus on actually marketing their destination and softly talking to local politicians and bureaucrats.” He adds: “Asia can do the same. There are challenges because of cultural differences, but there are ways to deal with that — bring in a neutral person.” So, how can convention bureaus in Asia get a seat at the big boys’ table? First, AACVB needs to take a good, hard look at itself, redefine its purpose and proactively unite the industry across the region.

Second, consistent leadership is sorely needed, by an impartial individual, who can proactively lobby governments across Asia without the risk of losing his/ her job. Third, align with ASEAN. This is the next big opportunity and bureaus in the Southeast region can — and should — use ASEAN as a framework for greater collaboration. It won’t be easy, but it’s not impossible. Stay tuned as we will share ideas on how bureaus and industry associations can work more closely with ASEAN in our next issue and via our digital news platform, www.bizeventsasia. com. This is part one of a dedicated series Biz Events Asia will be publishing on collaboration. Share your views with us via email: lauren@untangledgroup.com

There are challenges because of cultural differences, but there are ways to deal with that — bring in a neutral person. MIKE CANNON CEO and Founder Mike Cannon Business Events — Asia Pacific

Future opportunity... Convention bureaus in Southeast Asia should use ASEAN as a framework for collaboration and strive to work more closely with ASEAN ministers.

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A sso ci at i on Im pact sec t i o n sp o nso r

Community culture Convention bureau director, Rebecca McCaig, says Australia’s Northern Territory provides a broad canvas for authentic community engagement.

N Creating a positive social impact should be on the top of every meeting agenda.

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owhere is Australia’s Aboriginal culture felt more than in the Northern Territory. Spanning more than 1,348,199 sq km, the NT is home to some 500 remote Indigenous communities, where ancient knowledge continues to inform local leaders, and inspire international visitors. Here, I’ve witnessed first-hand the positive social impact that can be created by business events. While gaining unique spiritual insights from the 65,000-years-old Aboriginal culture, event delegates can undertake meaningful community interaction — and at the Northern Territory Convention Bureau, we lead by example. I am proud of our association with The Purple House — a remote dialysis clinic, social support, aged-care service and bush medicine enterprise. We are helping to bring the NGO’s awardwinning and now NT-wide operations into focus. The Indigenous-owned and run organisation has subsequently drawn the attention of a wide range of associations and corporations, and its CEO, Sarah Brown, has delivered a number of powerful keynote presentations. Australia’s iconic aero-medical organisation, The Royal Flying Doctor Service (RFDS), is another frequent component of conferences and incentive programmes in the Northern Territory. RFDS plays a crucial role in the Territory, delivering 24-hour health and emergency services for isolated outback stations and communities. Their bases and tourist facilities in Darwin and Alice Springs also provide unique off-site venues for business event technical tours and social functions.

This helps raise awareness and support of the invaluable work undertaken by the not-for-profit service. Creating a positive social impact should be on the top of every meeting agenda — and we know that doing good is good for business. We work with qualified organisations to source products like conference bags, lanyards and clothing that contribute to the wellbeing of our Aboriginal communities. For example, we work with local label Cheeky Dog, whose products feature the creative designs of Dion Beasley, a profoundly deaf young Aboriginal man who also suffers with muscular dystrophy. Another supplier is the not-for-profit organisation, Helping People Achieve, whose services provide training, support and employment opportunities for a wide range of people with disabilities. We regularly engage Aboriginal children’s drumming group, Drum Atweme, who provide cultural performances that not only engage delegates, but keep the group’s young members positively motivated and focused on their future education. Cultural experiences are genuine in the NT — whether its dance, music, art or ‘hands-on’ activities, like being guided by Aboriginal Elders to find native bush foods on their lands. Such experiences provide event participants with a genuine understanding of what culture really means, while also improving and enhancing the lives of disadvantaged communities. Rebecca McCaig is the director of the Northern Territory Convention Bureau.

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ENRICH YOUR NEXT

BUSINESS EVENT

Children’s drumming group ‘Drum Atweme’

A conference held in Australia’s Northern Territory provides an invaluable opportunity for your organisation to make a cultural and community connection. Let our 65,000 year old story inspire new learnings and our pristine nature encourage clear thinking. The Northern Territory’s entrepreneurial people and iconic places present compelling reasons to consider the Territory - our diverse destinations, venues and experiences consistently deliver successful business outcomes and lasting legacies. Ask the Northern Territory Convention Bureau about innovative options for your next event.

Visit ntconventions.com.au or call +61 2 9361 1961

A sso ci at i ons Im pact

Is the membership model dead? We ask association executives how to redefine membership. By Lauren Arena

Evolve or die... Associations must regularly seek feedback from members, collect market data and re-assess membership benefits in order to stay relevant.

he era when associations could count on members joining and renewing, with little or no change to membership benefits, is over. But is it dead? We posed this question to five association executives across the globe; examining how to engage millennials, formulate new revenue streams, and champion innovation to ensure the future of associations. In the process, we identified global trends and regional challenges.

Asia OCTAVIO B. PERALTA Secretary general Association of Development Financing Institutions in Asia Pacific (ADFIAP)

Millennials have very clear expectations when joining an association — active involvement in the affairs of the association and concomitant recognition. By knowing these aspirations, associations will be able to attract the younger set.

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Putting it another way, the challenge of attracting new members is the inability or even disregard of associations to understand the traits and know the expectations of this growing demographic. The recent rise in tribalism has helped to elevate the appeal of associations. The very definition of an association — individuals and institutions grouping together for a common purpose, mission and advocacy — can be likened to a ‘tribe’, a community linked by common ties and interests. Both can be considered as ‘communities’ in themselves. Though associations are classified as not-for-profit organisations, this doesn’t mean they should run at a loss. Associations must be business-minded and run as enterprises. Failing to do so will be fatal. Associations have a natural market — their members and networks. They have to capitalise on this advantage by being continuously relevant, knowing what members need and want, and research what other samepurposed organisations are doing. For 28 of its 43 years of existence, ADFIAP has been dependent on annual membership dues for 80 per cent of its revenue and the rest on training fees, which was not

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A s s o c i a t i o ns I m p a c t

sustainable. When I took office in 2005 and in subsequent years, ADFIAP strengthened its governance system and structure, had a Board-approved strategic plan, and then a forward-looking rebranding process. Simultaneously, ADFIAP restructured its secretariat and started to diversify its revenue mix by setting up strategic business units (SBUs) to pursue other funding sources. Currently, there are three SBUs — the Institute of Development Finance, for professional training and career development; the Consulting Group; and the Finance and Investment Centre — all contributing to the revenue generation efforts of the association. Today, we have diversified to a more sustainable revenue mix: Membership dues (49%), event fees (27%), grants (14%), consulting fees (6%) and lease income (4%).

Australia JOHN PEACOCK CEO Associations Forum

Membership is alive and well in most well-run associations. Research by Associations Forum indicates that membership retention is around 90 per cent and associations are growing when they apply common-sense marketing and sales strategies. The advent of the internet is transformational for organisations that use it well, including competitors of associations. If an association does not modernise to utilise technology in service delivery and the back office, it will be left behind and other organisations will fill the void. To increase membership, it is necessary to have governance by a Board of Directors that delegates membership growth and service delivery to a capable CEO and staff. Volunteers cannot always provide innovation and new ideas because they have day jobs in other organisations. Many associations make most of their profit from large events. Such conferences and congresses attract and retain members. However, this is not enough; every association must have membership plans, systems, processes and personnel. Younger members always have aspirations and interests to pursue. They will usually look up to established leaders and join if the reputation and professionalism of the association meet their expectations. Of the 10 per cent of members who do not renew, some leave their job, others forget to follow up, and a few may be dissatisfied. However, active membership is a success story for forward-thinking and technologically savvy associations.

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Associations must be businessminded and run as enterprises. Failing to do so will be fatal. OCTAVIO B. PERALTA Secretary general ADFIAP

North America ROBERTA A. KRAVITZ Executive director International Society for Magnetic Resonance in Medicine (ISMRM) Society for MR Radiographers & Technologists (SMRT)

We may be a bit unusual, because we do not have a problem attracting new/young members to our organisation. It is understood by the community that our organisation is dedicated to fully supporting the next generation of clinicians and scientists through heavy subsidisation of student/trainee membership and attendance at our events. We also provide unique opportunities to advance careers through mentorship by established scientists and clinicians in the field. Although we have a robust volunteer base, the amount of participation can vary depending upon grant deadlines, job requirements, etc. So, our most common challenge is with volunteers’ flexing schedules. Associations have different purposes and their members have different needs. It is important to ask or survey the relevant community as to what is of value, keeping in mind that needs change throughout one’s career. Associations have to constantly re-assess what they provide based on regular member feedback, tweaking the benefits they offer in order to stay relevant. There may also be a disconnect between what the community says it wants and how it responds once it is delivered, which is an ongoing challenge that associations face, resulting in the need for constant communication with and feedback from relevant communities. The main revenue stream for us is event registration, membership, journals and corporate sponsorship, in that order. There is always a challenge in guiding an association’s volunteer leadership to accept the notion that it is okay for a non-profit to have a net profit. The tendency is to make all intellectual property freely available to the community, especially in such a collaborative community existing in the academic science space. However, in order to provide the products and services the community needs, we must have revenue. It is all about finding the right balance.

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A sso ci at i ons Im pact

Online community building... New members, particularly millennials and generation Z, want digitised channels to buy and connect.

Europe JEROEN VAN LIEMPD Director, association management & consulting MCI Benelux

The challenge in attracting members arises mainly from the gap between expectations and ‘membership offerings’ in today’s digitised consumer age. Also, beyond members, associations have a much larger community of users, attendees, product buyers and followers. Associations should make these ‘customers’ feel important, and guide them to stay connected and eventually become full members. Customers look for value and easy access to desired services and products. Therefore, associations should embrace corporate strategies by adapting their content and services to the real needs and wants. Many associations still treat membership as a rigid ‘product’, where the value proposition is insufficiently clear, and where members/customers do not have the ‘option’ to choose and pay for the things they want and need. New members, in particular millennials and generation Z, will pay for what they really want, and use digitised channels to buy and connect. Many associations do not sufficiently meet these expectations, with enough freedom of choice, nor do they offer easy ways to buy, connect and get customer service. To obtain true engagement in the digital age, one has to create community around recognised value. We advise executives to collect market data from their target communities and analyse them in terms of the content and services being produced. Once the value is confirmed, delivery channels must match expectations.

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ANNEMARIE WEIS Senior business development manager – associations MCI Benelux

Our experience shows this often means a continuing engagement between offline and online channels. For younger generations, contributing to charity and social causes and gaining experience seem more important than just learning for career opportunities. In our view, associations are perfectly placed to offer these values to young professionals and students. However, in general, association leadership seems rather disconnected from the preferences of these younger generations, and hence, fails to attract them. Some associations still depend heavily on membership dues, while others depend too much on their ‘big event’. In association management, we always seek to analyse the revenue history and put in place a strategy of diversification and growth. Associations often operate in silos when looking at their product and service offering. For example, events are run in isolation from education or certification. Associations often focus more on product than on market strategies. They need to develop regional business plans around relevant products and services, where the go-to-market of several products leverage the entire portfolio and ROI. Additionally, marketing and brand development efforts are often under-estimated and not sufficiently localised. Marketing and communication are centrally run from the headquarters, and local needs, preferences and channels are not understood or leveraged.

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M&I Toolkit s ection sp o nso r

How sustainable is your engagement strategy? e2i CEO, Gilbert Tan, says the MICE industry must review its business model to support a culture of innovation and change in Singapore. Tell us about the work e2i is doing in the MICE industry. At e2i, we work with employers to figure out what skillsets they need to enhance their business, and how to find these skills in potential employees. On the other side, we work with employees and workers who would like to enter the MICE industry.

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We guide workers in their upskilling journey and coach them on how they can acquire the correct skillsets to meet the needs of employers. e2i also works with the Singapore Association of Convention & Exhibition Organisers & Suppliers (SACEOS) to curate career fairs, events and industry-specific training for event professionals.

Courses such as the Certified Meeting Professional (CMP) Programme, Certified in Exhibition Management (CEM) Learning Programme, Professional Exhibition Management (PEM) Course and the Professional Events Management (PEvM) are funded by e2i to encourage our local professionals to continue up-skilling themselves in order to remain relevant in the industry.

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M & I To o l k i t s e ct i on spon sor

How can we attract more millennials? Millennials look for meaning in the type of industry and jobs they choose. For them, it’s about pursuing value and meaning in a career. Millennials are very eager to learn, so the pace of learning, as well as how they can learn on the job, is important. Millennials also believe in quality of life — it’s not about slogging in the office from 9am to 6pm, or 9am to midnight, day in and day out. Therefore, businesses in the MICE industry should review how they pitch a certain event, or convention, that may allow for flexible working hours and therefore better quality of life. Certain events may also appeal to an individual’s value system, while vast amounts of knowledge can be acquired from organising different types of events, different types of experiences, and engaging with different types of customers. That sort of job and career will attract millennials. How can we future-proof our industry? Industry operators in Singapore (and Southeast Asia) can be broken up into three distinct groups: The giants, the SMEs and the boutiques. It is important to note that every company will need to tackle this issue differently. MICE organisations will have to look towards upskilling and reskilling their employees digitally as we move towards a Smart Nation powered by digital innovation, digitised processes and automation.

Involve your employees in planning the future of your organisation. GILBERT TAN CEO Employment and Employability Institute (e2i)

At e2i, we leverage our tripartite partners to help businesses and workers evolve and encourage them to utilise our mobile learning platform, ULeap Enterprise, where employees can learn at their own pace through bite-sized modules. However, it is important to note that learning should not stop after a need is met and should be ongoing. When continuous learning is encouraged, workers will be more motivated to innovate and create positive change in the organisation. We must regularly review business models and employee retention strategies in order to remain viable in the future. In a project and performance-driven industry such as MICE, performance-

On the job training... e2i funds accreditation courses in Singapore, such as CMP and CEM.

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based compensation packages can be given in order to nurture and retain young talent. How can we encourage a culture of innovation and change? You can preach about innovation, but without the proper tools it will be difficult to create a culture of innovation and change. Involve your employees in planning the future of your organisation. A collaborative approach to innovation, instead of a top-down attitude, will result in more ownership and therefore a more sustainable roll-out of changes in the company. Having regular conversations with employees to ensure they understand business needs and why certain changes are taking place is important. Involving employees in the decision-making process will ensure engagement and sustainability of that engagement. It’s easy to introduce a new project or series of tech tools, but if you want it to be successful in the long term, employee engagement is critical. Profit-sharing can also help to boost engagement, as employees will enjoy the direct results of their contribution.

Gilbert Tan is CEO of the Employment and Employability Institute (e2i), an initiative of the National Trades Union Congress (NTUC) to support manpower initiatives in Singapore. With an extensive network of partners, e2i offers hiring, training and productivity solutions to businesses.

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M&I Toolkit

How to KonMari your events calendar When it comes to decluttering your work calendar, event professionals can learn a lot from Japanese cleaning guru Marie Kondo. By Jack Carter

Juggling act... An ever-growing list of industry events makes it difficult to decipher which events are most beneficial and which can be disregarded.

fter centuries of searching, we’ve finally found the key to eternal happiness, and who’d have thought it would be the thing we enjoy doing the least? That’s right: tidying. The idea that a tidy room is a tidy mind has become the mantra of the masses after audiences around the globe tuned in to Netflix’s latest streaming hit, Tidying Up with

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Marie Kondo. Best-selling author and now a TV celebrity, Japanese cleaning guru Marie Kondo has been helping people declutter their lives with a simple concept she calls ‘KonMari’. “It’s about choosing joy,” she writes in her 2014 book, The Life-Changing Magic of Tidying. “When you put your house in order, you put your affairs, and your past in order,

too. As a result, you can see quite clearly what you need and what you don’t, and what you should and shouldn’t do.” The idea that by eradicating the clutter we see around us, we can remove the ‘shackles of stuff’ and reinvigorate our lives to focus on what’s important makes sense. Joseph Ferrari, a professor of psychology at DePaul University in Chicago,

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M &I Toolkit

Photo credit: Netflix

Spark joy?... Tidying guru, Marie Kondo, believes that by eradicating clutter we can reinvigorate our lives to focus on what’s important.

states in his 2016 study that an overabundance of possessions can create chaos and disorder in our lives. “It’s the danger of clutter, the totality of one’s possessions being so overwhelming that it chips away at your wellbeing, relationships, and more, drowning in a sea of stuff,” Ferrari explains. Whether it’s the clothes in your wardrobe, the books on your shelf or the items on your work desk, Kondo is adamant that if they don’t “spark joy”, then it’s time you waved them goodbye. For event planners, however, there’s another kind of clutter to contend with, and it is in desperate need of some KonMari attention. With the ever-growing list of regional and international industry events

filling the yearly calendar, diaries are getting jam-packed. As a result, it’s becoming harder to decipher which events are the most beneficial to us and which ones can be disregarded. The continuous pressures of budget constraints and justifying time out of the office to attend a trade show or ‘fam trip’ don’t help, either. Being able to decide what makes an event worth attending, or to put it in Kondo’s terms, determining what events spark joy in our lives, is vital. “Most professionals in Asia cannot justify attending an overseas event unless it is a rare occasion,” says Kestrel Lee, executive creative director, Freeman China. “The company will find it hard to

justify paying delegate fees, flights and accommodation unless there is a PR angle for the company.” So, what makes an event worth going to? For some, it’s the chance to stay ahead of the pack and learn about cutting-edge technology to implement at your clients’ events. For others, it’s all about the networking — mingling at the trade show after-party and collecting business cards from industry peers from around the world. While both examples are valid reasons for attending an event, figuring out how good the content will be or how many quality connections you’re going to make prior to registering your attendance is where it gets tricky.

Most professionals in Asia cannot justify attending an overseas event unless it is a rare occasion. KESTREL LEE Executive creative director Freeman China

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M&I Toolkit

Client connections... Networking opportunities often influence the decision to accept or reject an invitation.

“It is always challenging to juggle ongoing projects and unforeseen client needs with attending industry events,” says Florence Chua, managing director of MCI Hangzhou. “One of the key considerations is ‘will clients be there?’, because it is always highly valuable to engage with clients face-to-face. However, it’s also important to consider whether there will be new learnings and connections. “With the constant innovations and new offerings, it is always beneficial to keep abreast of new solutions that can help deliver better experiences. It’s also exciting to meet old friends and colleagues at such annual events.” Industry events tend to cover a lot of the same topics, so finding an event that is worth the time and money to attend involves considering what type of content matters most to you. “I like Design Indaba, a design-based event held annually in South Africa, which features a remarkable range of design-based speakers and design activism that seeks to make the world better,” adds Lee. “My other

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favourites are South by Southwest and Comic-Con. The culture and experience of these events make them unique and worth going to.” When it comes to decluttering your work calendar, many tips can be gleaned from KonMari. One way to put your diary on a diet is to be ruthless with your time, just like the legion of Kondo fans have been with their homely possessions. As Lee argues: “Pick just one event for the industry sector that you like and where you can meet good friends and network — and repeat.” If culling your pick of yearly events to attend is too difficult, there is a modification. Sometimes the road to achieving absolute Kondo is to simply prioritise what’s important and make sure you treat it as such. “Know which events are attractive and important to your business and professional development, then mark the dates in your calendar and work towards scheduling incoming projects and engagements around it,” Chua concludes. “If you want it, you can make it happen.”.

It is always challenging to juggle ongoing projects and unforeseen client needs with attending industry events. FLORENCE CHUA Managing director MCI Hangzhou

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Up Cl ose Patr ick Basset

Up close with Patrick Basset Accor’s Upper Southeast & Northeast Asia COO, Patrick Basset, reflects on the evolution of the hotel industry in Asia and why cultural understanding — not appropriation — is key to success. By El Kwang

ith 4,800 hotels, 280,000 employees and 110 million customers, Accor is leading the hotel industry. In an aggressive expansion plan, the French hospitality company has diversified beyond bricks and mortar assets to a include a luxury home-sharing platform and digital concierge services (the 2016 acquisitions of Airbnb rival Onefinestay and John Paul), as well as co-working, dining, events management and digital solutions. Accor is now the largest hotel operator in Europe and the second largest in Asia. But in 1992, when Patrick Basset moved to Thailand to become general manager of Novotel Siam Square, it was a very different story. “When I first joined, I think there were only 30 or 40 Accor hotels in the Asia-Pacific (APAC) region,” Basset recalls. “I think our chairman at the time bought a three per cent stake in The Peninsula just to promote our image in the market. It’s different now. We just open the door and business comes to us, which is great. I feel very privileged to be part of Accor’s fantastic story in APAC.”

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In 2018, Accor opened its 1,000th hotel in APAC. What does this mean to you? How has business changed? Patrick: If we compare the number of brands and properties we manage now against strategic plans from a few years ago, we have achieved a lot more, and at a faster pace, thanks to our acquisitions. APAC hotels represent 30 per cent of Accor’s global hotel network and 51 per cent of the pipeline. APAC will continue to be important because it’s a growing market, where the potential for growth in travel is much higher than the rest of the world. The combination of rapid economic growth in Asia, emergence of low-cost airlines making travel more accessible, and diversity of culture in the region make my job very interesting. Every country I am responsible for has different philosophies, education, background and history. So, we have to constantly adapt. We cannot succeed as an international company without cultural understanding and integration. We can bring in international systems, tools and network, but success depends on how we integrate local culture.

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U p C l o s e Pat rick B asse t

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Up Cl ose Patr ick Basset

Strategic growth... Asia Pacific represents 30 per cent of Accor’s global hotel network and 51 per cent of its pipeline.

What challenges did you overcome to understand the cultural intricacies of each market? How have you succeeded in working with local talent? Patrick: I think understanding the unique intricacies of each market and adapting accordingly has been the key to our success, particularly in a region as diverse as APAC. The most important thing is to have cultural sensitivity. Humility, too, is important. We need to understand how people connect, and the cultural systems and processes they abide by, even in the business world. In Japan, for example, you have to understand the ‘tiered’ business hierarchy. If you don’t go through each tier, you won’t be able to get a decision. So, you have to be patient. It may take three months or a year, but that’s okay.

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What other lessons have you learnt after more than 30 years in the hotel industry? Patrick: I’ve been lucky to operate hotels in Europe, Middle East, Africa and Asia. People ask me if I’m doing the same job everywhere. In many ways, yes. You need to search for that level of perfection in service — with the heart, intention and emotion. The important part is how you motivate people. That’s very different, depending on culture. Another aspect is communication. Know your strengths and weaknesses, and acquire enough of the necessary skills so you can relate and interact with any culture, and communicate the message in the most culturally-effective way. It’s about understanding how to get the most out of your team, and how your

systems and processes can bring out the best in people. Make them happy first; happy to do what they do every day. Create loyalty and they will deliver consistent, good service. I always encourage people to be very open-minded and considerate. When you need to be firm, explain the end-goal and how and why you want to go there. How difficult is finding talent in this region? Patrick: I wish it would be easier because most of the countries in my remit have a very low rate of employment. We all know that hospitality doesn’t require a very high level of education, except maybe if you are a top manager, but even then, you can grow from the bottom. We open a hundred hotels every year, so basically, we need 1,000 heads of department

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U p C l o s e Pat rick B asse t

a year. Certain positions are notoriously difficult to fill — like digital marketing and revenue managers — but we focus on developing our own people, investing in them and trying to make them loyal. Personally, I’m quite involved in the diversity committee at Accor. I communicate to the ministers in ASEAN to enable people to cross borders to work. There are so many possibilities for Burmese people to come to work officially in Thailand, or for Vietnamese people to work and help in Cambodia. There are many untapped resources in this region. We would like this [free movement of people] to become a reality, like in Europe. I’m petitioning ASEAN ministers and repeating it as much as possible. It’s important. Any other strategies for training and upskilling staff? Patrick: The important thing for us, as a company, is to be relevant in the digital age. Our training programmes are priority, so we offer both face-to-face and e-learning programmes. We associate ourselves with universities so that we not only partake in relevant courses, but also acquire various types of knowledge. I really enjoy meeting people from outside the industry and discussing business challenges — people who are transforming companies or mentoring executives, or people who are developing e-learning. Recently, I was in Starbucks and next to me was a lady from the U.S. and we started to chat. I found out that she was marketing e-learning tools for companies in Thailand. I was very interested to understand how and why they do it in Thailand, because we have challenges too. We had a fantastic exchange and I put her in touch with our VP of talent, culture and human development so they can have a look at our tools and how they work, and continue the discussion. I think this is an example of our mentality. It’s how we can always be better and be open. We know that if we constantly develop ourselves, we can be at the forefront.

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Cultural communication... Accor's 'Heartist' programme focuses on creating emotional connections with guests.

A lot of bricks-and-mortar businesses are looking to digitisation to stay relevant. In the hospitality industry, how do you balance digital integration with service? Patrick: Digital tools shouldn't be too complex and turn our service teams into robots. Instead, technology should allow our service teams to establish an emotional connection with our customers. Accor has a programme for our team members called ‘Heartist’ — it’s an internal philosophy and development programme. Being a heartist is about

showing your emotion and working with your heart in the hotel. We have a heartist app where team members can engage with one another and share best customer service acts. On the customer front, distribution is key. As we expand our brand portfolio, distribution platforms allow us to tap into niche markets while continuing to grow across all destinations. It is important to make our technology platforms simple for users so loyal customers can use our reservation platform as a central tool for their experience and stay with us again.

We cannot succeed as an international company without cultural understanding and integration. PATRICK BASSET Chief operating officer Upper Southeast and Northeast Asia Accor

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Destinat i on Feat ure G r ea t er B a y Ar ea

Great(er) expectations? Chinaâ&#x20AC;&#x2122;s Greater Bay Area promises an economic boon, but how can event professionals leverage the new city cluster for multi-destination events? Sanjay Surana investigates.

Hong Kong-Zhuhai-Macau bridge

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D e s t i na t i o n Fe a t ur e G re at e r B ay Ar e a

fficially launched in 2013, the Belt and Road Initiative (BRI) is without precedent, an infrastructure and investment endeavour to extend China’s economic reach through overland and maritime connectivity. Within that masterplan is the Greater Bay Area (GBA), described in KPMG’s report A Lens on the Greater Bay Area as “a national development strategy to economically and socially integrate the nine cities in Guangdong province, as well as the Special Administrative Regions of Hong Kong and Macau, to create a world-class city cluster rivalling the world’s leading bay areas in San Francisco, New York and Tokyo”. For meetings and events, this multipronged conglomeration is a scintillating prospect, encompassing industries such as manufacturing, tourism, technology, finance, shipping and more. “Broadly speaking, in the context of the events industry, the synergy of the various cities within the GBA will eventually provide a platform for more holistic development of the entire industry because different cities can play unique roles for mega events to take place in the region,” notes a spokesperson for Invest Hong Kong, a government body that attracts foreign investment in the Special Administrative Region. Historically, Hong Kong has had a strong MICE industry and deep logistic management expertise. “The Belt and Road Summit with over 5,000 attendees has been held at the Hong Kong Convention and Exhibition Centre (HKCEC) annually since the announcement of the initiative in 2016,” says Monica Lee-Muller, managing director, HKCEC.

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But Hong Kong has always been limited by physical space. The GBA addresses that, opening up options like Shenzhen, Guangzhou and Macau for large events. “The GBA is an enormous market offering huge demand for all sorts of products. Both the B2B and B2C markets are thriving, which in turn will push up demand for exhibitions and trade fairs for retailers to showcase their offerings in the competitive marketplace,” the Invest Hong Kong spokesperson adds. From a connectivity standpoint, the facts speak for themselves. There are four international and three domestic airports in the GBA, a network of rail connections that includes high-speed and intercity services, and high-speed catamarans between Hong Kong and Macau. Rather than scattered, disparate locations, the GBA is like a vast, synched body of multiple, intertwined cells. “The world’s longest bridge over water [the new Hong Kong-Zhuhai-Macau bridge] provides an unparalleled logistical advantage by linking those destinations,” says Tina Li, special events manager China, BI Worldwide. “The 24-hour port service brought by [that bridge] connects major cities in the GBA within a one-hour radius,” adds Irene Chan, CEO of AsiaWorld-Expo, one of Hong Kong’s two main convention centres. “The shortened travelling time further enhances the experience for cross-border event-goers.” The 26-km Express Rail Link, completed in September 2018, has cut travel time from Kowloon to Shenzhen to 15 minutes. The world’s largest exhibition venue, Shenzhen World Exhibition & Convention Center, will open later this year.

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Destinat i on Feat ure G r ea t er B a y Ar ea

More options for meetings and incentive programmes

Where China

Greater Bay Area

Hainan

Guangzhou

Dongguan Foshan Shenzhen Zhongshan Zhuhai

Hong Kong

Macau

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Hotels

Experiences

Hong Kong has more than 290 hotels, with 81,000 rooms, according to the Hong Kong Tourism Board (HKTB). Among the newcomers are two luxury brands. The 129-room St. Regis Hong Kong in lively Wan Chai is a short walk from HKCEC. The nearly 1,115 sqm of event space across five venues includes the refined Astor Ballroom, with almost triple-height ceiling. The 413-room Rosewood Hong Kong in Kowloon (top left) has 11 event spaces finished in residential style, offering 3,200 sqm of indoor and outdoor space. Turning to Macau, BI Worldwide’s Li is especially impressed by Sands Resorts Macao, where eight hotels sit within an integrated resort. “It is a wonderful complex. Among the venues is the Cotai Arena in the Venetian that can sit more than 15,000 people. Instead of flying to Las Vegas, participants can attend big events in the GBA with world-class production facilities.” The jaw-dropping statistics: 13,000 hotel rooms, 850 duty-free retail shops, more than 150 dining options, 150,000 sqm of meeting space, and new outdoor venues like Le Jardin, suited to teambuilding or outdoor cocktail parties.

Hong Kong Disneyland is undergoing a multi-year expansion, which will provide new attractions and entertainment offerings, while Ocean Park Hong Kong is constructing a hillside water park. Hong Kong Ocean Park Marriott Hotel opened fully in February with versatile event space and direct access to the park. Thrill-seekers can tread 233 metres up in the air on the Skywalk at Macau Tower run by pioneering adventure outfitter AJ Hackett. More extreme, attempt the SkyJump (the highest in the world) or bungee jump from the tower. “The high-speed rail positions Hong Kong as an ideal launch pad for meeting and incentive trips to explore the ethnically diverse, historically rich and naturally beautiful offerings of Mainland China,” says the HKTB spokesperson. According to Sharon Goi, destination manager at Pacific World, Hong Kong, “the investment in tourism mega-projects will see the construction of new hotels, entertainment hubs, shopping arcades and theme parks, and all could be accessible to travellers from Hong Kong”. Baiyun Shan (White Cloud Mountain), is a great half-day trip, easily accessible by cable car from Guangzhou,

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D e s t i na t i o n Fe a t ur e G re at e r B ay Ar e a

Buyer's Opinion capital of Guangdong province. The sublime views take in Guangzhou’s skyline, Pearl River, and cloudtops that sometimes extend to the horizon. Also in Guangzhou, the one-Michelinstar Bing Sheng Mansion has a cool Zen interior, 32 private dining rooms, and refined Cantonese fare including signature dishes like char siu (barbecued pork belly). In Shenzhen, the Dafen Oil Painting Village features streets lined with people putting brush to canvas; in its prime, it produced more than half of the world’s oil paintings. Today, visitors can wander the lanes, purchase a painting, or enjoy an exclusive dinner in one of the many galleries.

Unique venues The multi-use Shenzhen Sea World Culture and Arts Center opened two years ago by the waterfront as a co-venture between the Chinese government and England’s Victoria and Albert Museum. Three cantilevered blocks protrude from the main building, a bravura piece of architecture with pretty views of Shenzhen Bay. Inside the museum, the 330-seat

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theatre and 790-sqm Horizon hall provide options for events. The Opera House, a modern-day landmark in Guangzhou, was designed by the late Zaha Hadid in granite, glass, and steel, its sharp angular lines extending up and out. With more than 65,000 sqm of floor space, it seats 1,800 guests and as the biggest performing arts centre in Southern China, presents a beautiful stage for VIP meetings. Tai Kwun, Hong Kong’s restored Central Police Station Compound (centre), has two large areas ideal for outdoor events — the Parade Ground and Prison Yard — and a 192-seat auditorium. Planners can even arrange for a cocktail bash behind bars in a former prison cell. Once a thriving textile mill, The Mills (above) is now a mixeduse modern space with a business incubator and 1,200 sqm of exhibition space. Xiqu Centre (top right) is Hong Kong’s latest venue for Cantonese and other Chinese operas. Its Grand Theatre seats 1,073 people and more intimate Tea House Theatre, 200.

When it comes to selecting a meeting destination, a key determining factor is the DNA of a destination. Accessibility is another key concern — this includes transportation mode, cost, travel duration and visas. However, after we compared the 'real experience' of connectivity between existing ferry options and the new Hong Kong-Zhuhai-Macau bridge, in fact the bridge option requires more transit points, which requires more manpower and communication effort from organisers. The idea of multi-city meetings in the GBA is not logical at all, considering the immigration clearance and multiple transit points — three cities under three different administration systems! VERA LEE

Events director PMG Asia

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Destinat i on Feat ure Ja p a n

The road less travelled Escape the hustle and bustle of Japanâ&#x20AC;&#x2122;s mega cities and explore well-preserved rural boroughs along the countryâ&#x20AC;&#x2122;s western coast. By Lauren Arena

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D e s t i na t i o n Fe a ture Japan

mmersive cultural experiences continue to be a major drawcard for many incentive travel planners — and there’s no culture quite as beguiling as that found across Japan. For an authentic taste of Japanese tradition, skip the hustle and bustle of Tokyo and Osaka, and explore the picturesque Chugoku region, which runs along the western coast of Japan. Here, the prefectures of Tottori, Yamaguchi, Shimane and Hiroshima are home to smaller cities, sacred sites, awe-inspiring natural landscapes and carefully preserved cultural traditions. Recognising this potential, the Japan Convention Bureau (JCB) recently launched a number of initiatives to introduce the region to corporate meeting and incentive planners. “Besides conventional business hubs,

governmental efforts have helped strengthen the competitiveness of cities nationwide under the Global MICE Cities programme” says Etsuko Kawasaki, executive director of JCB. “Japan National Tourism Organization has also been promoting well-preserved Japanese cities with a more traditional feel.” A recent promotional campaign, titled Compact Convention Cities introduces the charms of Hiroshima, Takayama, Okayama and Himeji; destinations that allow event participants to engage with the local community and craftspeople. Another key factor, Kawasaki says, is the unique geography of the area. “Neighbouring with the Seto Inland Sea, Western Japan is abundant with nature, displaying different hues and charms throughout the region.”

Itsukushima Shrine in Hatsukaichi, Hiroshima

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Destinat i on Feat ure Ja p a n

Best incentive experiences in Japan’s Chugoku region

Where

Okonomiyaki Masterclass Hokkaido

Japan Chugoku region

Tokyo Osaka

Tottori

Shimane

Yamaguchi

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Hiroshima

Conduct a private cooking class for up to 20 people at Otafuku Okonomiyaki Cooking Studio and learn how to make this popular Japanese savoury pancake, Hiroshima style. Here, Okonomiyaki is a symbol of recovery, gaining popularity after the World War II atomic bomb attack when food was scarce. The Otafuku studio is conveniently located at Hiroshima Station and can tailor experiences with halal and vegetarian options. Guests gather around a large teppan grill and follow Englishspeaking instructors, adding several layers of ingredients before flipping the almighty pancake.

Shinto rituals in Izumo

Rent a kimono or haori and explore the quaint village surrounding the grand Izumo-Taisha shrine (above), one of the oldest and most important Shinto shrines in Japan. Observe the world’s largest Shimenawa (straw festoon), a striking Shinto symbol used for ritual purification and then create your own Shimenawa at the nearby Goen Shimenawa Taiken Kobo craft workshop. Here, local artisans instruct groups of 20 to carefully twist rice straw into sacred rope and create personalised souvenirs with range of decorative adornments.

Fold paper cranes in Hiroshima

In memory of Sadako Sasaki, who died of leukemia aged 12 following the 1945 atomic bomb attack, the art of folding paper cranes is now a symbol of peace in Hiroshima. Sasaki’s death triggered a movement and visitors from across the globe donate paper cranes to her statue, which stands atop the Children’s Peace Monument in the heart of the city. Hiroshima Orizuru Tower, just east of the Atomic Bomb Dome World Heritage Site, hosts paper crane-folding workshops for groups of 50-60 people. After 7pm, its rooftop observation deck can be used for cocktail receptions for 50-200 guests. The twelfthfloor auditorium can also host presentations and private workshops for up to 150 people.

Perfect onsen etiquette

A truly immersive Japanese cultural experience isn’t complete without a visit to the onsen. The Hagihonjin ryokan (traditional Japanese-style inns), in Hagi City is the ideal place to perfect your onsen etiquette, with a total of 14 different onsen baths — indoor and outdoor, standing pools, and open-air spas with views of Mt Azumayama. The onsen is a healing sanctuary, where the water’s natural minerals soothe aching muscles and nourish the skin — but rules apply: No bathers allowed.

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D e s t i na t i o n Fe a ture Japan

Visit Natural Wonders

Eat fugu

The San’in Kaigan Geopark extends through Kyoto, Hyogo and Tottori prefectures, where the natural history of the area is mapped out in layers of rock and sand. In summer, ride camels along the Tottori Sand Dunes, which stretch for 16 km along the Sea of Japan. During winter, learn to ski or snowboard on Mt Daisen, the Chugoku region’s highest peak. Daisen White Resort runs private ski or snowboarding lessons for groups of 10. A number of onsen resorts surround the mountain. In Yamaguchi prefecture, trek through the Akiyoshidai Plateau, scattered with the sediment of ancient coral reefs. Then explore the Akiyoshi Cave below, which features dramatic limestone structures.

Fugu (blowfish) is a delicacy in Japan. Try fugu sashimi, fugu hotpot, fugu tempura and fugu sake at the renowned Shunpanro Honten restaurant in Shimonoseki city, the 'fugu capital' of Japan. Chefs must go through rigorous training to serve fugu as internal organs contain a toxin that is said to be 1,000 times more poisonous than cyanide. But if diners can work up the courage to take a bite, they are duly rewarded. Shunpanro Honten has two floors of private party rooms (for 30-140 guests), while the main dining area has 10 private dining rooms.

Make a wish at Motonosumi Jinja Shrine

Gardens at Adachi Museum

Avoid the crowds in Kyoto and instead visit Motonosumi Jinja Shrine (above), perched along the coast of the Japan Sea in Nagato City. Built over a period of 10 years, the shrine’s 123 vibrant red tori gates wind down the cliff face towards cobalt-blue waves, making this an insta-worthy photo stop when travelling through Yamaguchi. While you’re there, make a wish to the honorary white fox spirit by tossing a coin into an offertory box positioned at the top of the tallest torii gate.

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Become part of a ‘living canvas’ at the Adachi Museum (top right) in Shimane prefecture, home to some of the most beautiful gardens in all of Japan. The museum, established in 1970, was cleverly built around six gardens, where large windows are designed to ‘frame’ the gardens as if they were a painted landscape. From a dry landscape and pine garden, to ponds and carefully curated moss lawns, the museum is open year-round and features 1,500 works by Japanese masters.

Kaiseki cuisine

This formal meal is considered the pinnacle of Japanese cuisine. Often served at ryokan, kaiseki comprises several tiny courses (12 or more) with a focus on local produce. Kaike Grand Hotel Tensui (centre) in Yonago City, Tottori prefecture, serves a beautifully curated kaiseki dinner as part of its accommodation and onsen experience, where kimono-clad servers prepare dishes in private dining rooms. In nearby Matsue, the capital of Shimane prefecture, the long-established Minamikan ryokan can accommodate up to 150 diners across four floors overlooking Lake Shinjiko. Its kaiseki menu features a renowned tai-meshi (sea bream rice) dish, which is prepared according to a 140-year-old secret recipe.

For more information, visit: https://www.japan.travel/en/destinations/ chugoku/shimane/

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Destinat i on Feat ure Ma l a ysi a

The medley of Melaka Historic Melaka offers a change of scene and pace, along with memorable experiences. By Anis Rozalina Ramli

elaka, a small state on the central west coast of Malaysia, has a history dating back some 600 years — a tale of intrigue, adventure, warfare and

romance. Once a successful 15th century maritime trading centre, Melaka attracted visitors from all over the world — Portuguese explorers, Dutch conquerors, British administrators, Chinese sailors, Indian traders, Arab spice merchants — who left a lasting mark on the city. Porta de Santiago fort in the city centre, Portuguese-inspired Kristang cuisine served in Eurasian households and Peranakan lifestyle (born from Chinese and Malay intermarriage) encapsulate this mélange of cultures. So rich was its legacy that UNESCO awarded Melaka heritage city status in 2008, which it staunchly upholds. Today, Melaka attracts more than 5 million international tourists annually. While downtown traffic congestion is sometimes an issue, the state government has eased the situation with pedestrian-friendly streets, pocket parks and beautified walking trails to encourage foot, instead of motorised, traffic. Other developments include several out-oftown attractions at Ayer Keroh and the ecotourism river cruise in Kuala Linggi featuring mangrove tour, fresh-water prawn fishing and firefly sighting.

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Despite relatively low foreign MICE numbers — only 300,000 international delegates in 2018 — Melaka has all the facilities to cater to an expanding market. Melaka International Trade Centre has 13,000 sqm of exhibition space, auditorium, ballroom and six meeting rooms. There are 60 hotels and resorts rated 3 stars and above offering 10,000 rooms, with another 1,000 rooms to be added in the next two years. Melaka’s central location between Kuala Lumpur and Singapore, two and three hours’ drive away, respectively, is a plus. The airport has direct flights to Penang and Langkawi in the north, Kota Bharu on the east coast, and Pekan Baru in Sumatra. The city’s attractions include colourful trishaws, light shows by the river, Instagrammable back-alley murals and the electric vibe of hip cafes. Enjoy too a local coffee experience in a kopitiam (old-school coffeeshop), a private tour of a traditional Melaka home, or a lesson on how to wear the beautifullyembroidered nyonya kebaya (blouse) and accompanying sarong. Therein lies the allure of Melaka for corporate incentives — an immersive, sensorial experience that draws visitors into the city’s amazing past, yet with all the comfort and luxury of modern times.

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D e s t i na t i o n Fe a t ur e M alay sia

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Destinat i on Feat ure Ma l a ysi a

Cultural heritage on show in Melaka

Where

Hotels Cambodia Vietnam

Thailand

Malaysia Brunei Singapore

Indonesia

Kuala Lumpur

The year-old DoubleTree by Hilton offers a 806-sqm pillarless ballroom for up to 1,100 people, with adjacent outdoor terrace. Its 273 rooms and suites overlook the scenic Straits of Melaka and historic city. F&B options include an Italian restaurant with indoor and outdoor seating, Malaysian restaurant with ‘live’ kitchen stations and lobbylounge. The Majestic Malacca (top left) is a 54-room boutique hotel centrally located within the UNESCO heritage area. This restored 1920s mansion oozes with Melaka charm from the old-world lobby, lounge and deluxe rooms to its Kristang restaurant and award-winning spa. Three function rooms may be configured to hold from 12 to 100 people. In sharp contrast is Rosa Malacca (above), a 60-room hotel with a contemporary, industrial-style design — red brick walls and exposed

cement finish. The main meeting room accommodates up to 90 people, while the 40-seat Bica and Co. Courtyard’s high glass ceilings and conservatory-style windows exude an alfresco feel perfect for garden themes. Big, modern hotels include Novotel, Ramada Plaza and Holiday Inn, all with ballroom and several meeting rooms. Equatorial Hotel has the largest ballroom, which seats 1,800 people theatre style and 1,210 for banquets.

Experiences To fully appreciate Melaka’s long history under three European powers, take an intimate tour of the city, such as a heritage walk, Melaka after Dark evening stroll or a ride in colourful trishaws. Alternatively, Melaka On Bike offers two-wheeler tours into the countryside. Bursting with flavours, Melaka’s cuisine should not be missed. Feast on Peranakan favourites such as buah keluak

Melaka

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D e s t i na t i o n Fe a t ur e M alay sia

ayam (chicken and native seeds in gravy). Another local favourite is chicken rice balls, now available in restaurants as well as the original coffee shop locations. Finish your meal with a bowl of deliciously decadent cendol (green flour-paste in coconut cream and palm sugar syrup with ice shavings). Take the experience a step further with a Peranakan or Kristang cooking class (centre). The Orchard is a 52-ha wellness resort where guests can take a guided hike to pick out durians, mangosteens and rambutans in addition to varied programmes and treatments. Fronting the Straits of Melaka is Malaysiaâ&#x20AC;&#x2122;s largest theatre, Encore Melaka. Daily performances narrate the history of Melaka with artistic choreography and video projection mapping, while audiences of more than 2,000 people take it all in seated on a 360-degree rotating platform.

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Unique venues

Buyer's Opinion

Rumah Melaka in Bukit Katil gives the experience of meeting in a traditional wooden Melaka home featuring the iconic rainbow-tiled steps. Besides indoor seminars and exhibitions, the surrounding 2-ha land provides plenty of space for outdoor events. Pampas Sky Dining has an outdoor bar lounge providing a 360-degree view of Melaka from a vantage point on the 41st floor of The Shore Residences and Shopping Gallery. Besides the main restaurant, other facilities include karaoke and private function rooms and dance floor. Operating an outdoor park within a rainforest, Skytrex Melaka (top right) is perfect for teambuilding activities. This outdoor jungle gym challenges participants with an elevated ropes course and ziplines, among others.

Melaka is an eclectic destination with influences from so many cultures over the centuries. This makes it a memorable destination for meetings and incentives, particularly for small and medium-sized groups. The rich cultural heritage of the various Melaka communities, along with numerous unique attractions such as traditional houses, river cruise and markets, offer plenty of ideas for personalised or thematic events and experiential programmes. There is room, I feel, for the local hoteliers, venue operators and state authorities to design creative programmes that further leverage Melakaâ&#x20AC;&#x2122;s history and heritage. MINT LEONG

Managing director Sunflower Holidays

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On The Road

On the roadâ&#x20AC;Ś

We trekked across four continents, exploring new cities and making new connections.

Meetings Africa

Lunch with ICC Syd

ney

Michelin launSchacesramento California guide,

AIME

Business Events Hangzhou Roadshow

elbourne

Creative Innovation in M

Meetings Africa

Mt Daisen, J

apan

isneyland

Hong Kong D

oadshow

angzhou R H s nt ve E s es n i s Bu

Hong Kong Disneyland

Follow our social media pages for more of what we saw on the road.

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ASK “WHAT IF...?” AND YOU WILL CHANGE THE WORLD. IMEX America has become the country’s biggest trade show for incentive travel, meetings and events—and your year-round hub for sky’s-the-limit opportunities. For our 2019 Talking Point, we picked “IMAGINATION,” to celebrate this uniquely human ability and to inspire creative partnerships and the industry’s commitment to more meaningful experiences. Starting on September 9 with Smart Monday, powered by MPI, we’ll guide you to inquire “What if...” in three areas that can totally shift your thought process: TRANSFORMATION & COLLABORATION DIVERSITY & INCLUSION SUSTAINABILITY And remember, IMEX America arrives early this year, so begin planning sooner. We’ll see you in September!

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