LOCAL PERSPECTIVE

What’s really important for the MICE industry across Africa?

Recent global MICE feedback, provided by luminaries at the recent WTM event in Cape Town, point to a 10 per cent share of the total global MICE market of $1 Trillion. My view is that this is unsubstantiated and probably closer to a third of this.

By Mark Jakins

In a 2024 world characterised by regional warfare, political and sectoral conflicts of interest, yet with a gradual and steady economic climb out from the post-Covid-19 hangovers, the MICE industry is fighting for sustained growth on a number of fronts.

In summary, these are likely characterised as:

• The exodus of skills from this sector into more lucrative, pandemic-proof career choices that pay more. It’s clear that service has suffered, and standards are tapered.

• The big shift to hybrid working models and impact on the need for face-to-face contact and culture re-enforcement by organisations. There is a place for online, but there is no substitute for human contact.

• The traditional shorter lead times and last-minute requests with very tight budgets becoming the norm. ‘I want more for less’.

• A focus on sustainable travel options and corporate social responsibility, with clients concerned about the potential judgement associated with making less sustainable choices, or unethical decisions on locations, extravagance and carbon emissions. It’s no longer cool to be over-the-top.

• Even the habitual request for proposals (RFPs), which prove costly, are timeconsuming and come with long lead times. It’s always going to be subjective!

These are indeed factors that African destinations may find favour with in embracing and making a case for change to local and international decision-makers.

Our travels around Africa over the last 18 months have been interesting, from Namibia to Zanzibar, Malawi to Mauritius, then Kenya to Rwanda — and more, with some interesting observations arising that affect MICE industry attractiveness. We haven’t just attended workshops, but rather walked the streets, visited venues and building sites, immersed ourselves in the local customs and experienced the airports, hotels, taxis, and local restaurants.

The observations, therefore, point to a pragmatic way of securing more support from decision-makers. Local support (or the MC and E in MICE) from local government, special interest groups, corporates, and events will always be there for each African country, but what are the likely paths to unlock global support?

The drivers of growth could be:

• Appeal to decision-makers in identified target markets to support responsible activities, businesses, and destinations. The call for more MICE professionals to consider new and developmental, socially responsible destinations is a proven strategy for savvy African destinations and their sales and marketing teams — pushing a community cause.

• Show decision-makers that investment into infrastructure at airports, hotels, and roads, as well as surrounding entertainment and cultural attractions, is a reason to take a new look.

• Ensure that the convention bureaux, tourism authorities, and local authorities are prioritising safety and security standards that are communicated clearly to skittish decision-makers from their first-world perches.

• Encourage potential clients to embrace the local, unstructured market opportunities and attractions through tours and building into their convention or incentive schedules as a way of giving back to communities and leaving their footprint as a lasting impression.

• Invest in technology, destination digital presence, and an understanding of AI-powered content distribution to the right decision-makers, to show the world and trade show visitors what real sustainability, local culture, and humanity – as the potential home for the MICE event – looks like. Drone footage, 360° tours, and walkthroughs of nearby attractions always prove a winner. Obviously, this will include picking up the event’s RFPs of the world and reacting

• Send the disciples to the source of business to secure business, there is no substitute for human contact — or encourage the decision-makers to make the journey to Africa and make it an experience. After all, new trends show that most business travellers seek authentic, memorable, and leisure add-ons to leave with lifelong memories.

• Improve and demonstrate the organisational skill in your establishment, or as a DMC. One of the biggest failures in travelling throughout Africa is the logistics, time management, and airport waiting time or connection management — and ordinary itineraries can turn into nightmares.

• Show that your establishment or destination can hold your own against more traditional destinations in Europe, with respect to comforts, cuisine, technology, experiences, and uniqueness — even if the offering is simpler, yet embracing and genuine. Never has there been a better time to capitalise on global turmoil and sameness, and to persuade MICE decision-makers to explore new frontiers, and the brilliant adoption of warm cultures, sustainable destinations and caring communities that thrive with imperfection.

Mark Jakins writes for us in his private capacity.

Who is Mark Jakins?

He is the Head of Advisory for Valor Hospitality, a global hospitality management company with offices and hospitality locations in the US, UK, Middle East, and Africa. He is also the chief executive officer and founder of Futuredrum, a bespoke business and marketing consultancy.