April 2007

F.Y.I. Your moods can affect everyone in the office Recent studies have shown that a bad mood can impair your ability to work, and it can spread to people you work with.

You can even “catch” a bad mood without even knowing it, according to Sigal Barsade, an associate management professor at the Wharton School of the University of Pennsylvania.

Barsade’s studies on so-called emotional contagion show we unconsciously mimic the expressions and demeanor of those around us, along with the moods behind them.

Fortunately, good moods are also contagious she has found. So when they say “Don’t worry, be happy” it is actually sound advice.

But can a bad mood serve a good purpose? Yes, according to Jennifer M. George, a management professor at Rice University. Positive moods are better for promoting confidence, creativity and new ideas, but negative moods can be good for focusing on the work at hand and getting it done, she said. That is because people in bad moods tend to be more self-critical and more attuned to detail, said George.

What to watch out for are bad moods where you obsess and ruminate about what it is that has upset you so much, says Daniel Goleman, a psychologist and author of “ Emotional Intelligence.”

NOTHING HELPS A BAD MOOD LIKE SPREADING IT AROUND. Bill Watterson Creator of Calvin and Hobbes

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www.theplanner.ca “Out of all the literature and magazines I receive, I always take the time to read The Planner.”

APRIL ’07

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ED. NOTE

All teams need strong individuals I have had the good fortune of working for companies and organizations of different sizes during my career, from small mom and pop enterprises to huge multi-national corporations to universities and non-profit groups. They all involved groups of people.

Every time I have had a new opportunity, I remembered some sound advice a good friend once gave me: figure out who the key players are and what they do to understand the team.

Obviously, the president of an organization will be seen by everybody as its leader – but I’m talking about something else.

Who influences the leader? Who has the president’s ear? You could make the case that this influential person is even more important than the leader because they are looking and seeing things the president for various reasons cannot, does not or will not see.

Related to that, who are the doers? You know who I am talking about – the people who actually make things happen. A lot of people just watch what happens (some wonder what happened), but there are a rare few who do what is necessary when needed.

These leaders, influencers and doers are examples of strong individuals who help create a true team.

Without them, teams would be groups of people with no direction taking no action – sound familiar?

So I encourage you to be someone who matters, by leading, influencing or doing. The best among us will try to do all three.

THE INTERNATIONAL EDITION

IN THIS ISSUE Team building

1, 6 & 7

Teams are like gardens – they need to be nurtured.

This article explores some of the dynamics of teams and ways to make them work better.

Niagara Falls

8

This is one of Canada’s best-known tourist attractions, but Associate Editor Jyl Ashton Cunningham explains why it’s also good for planners.

The company pic-nic

10

The company pic-nic is a staple of our worklives.

But underlying the obvious social value is a great way to encourage team building.

Why CI is VIP

14

Gathering Competitive Intelligence (CI) is important and not hard to do, according to columnist Barry Siskind. He explains how to go about it.

Use an ARS with your team

15

An audience response system (ARS) is a useful way to get quick feedback and promote more effective communication on any team.

Book review Concept and design by:

17

The Big Book of Teambuilding Games is chock-full of trust-building activities and team spirit exercises that are both useful and fun to do.

Enunciate and exaggerate 2105 rue de la Montagne, suite 100 • Montreal, Quebec • H3G 1Z8 Telephone: (514) 849-6841 ext. 333 • Fax: (514) 284-2282 WE WELCOME YOUR COMMENTS: info@theplanner.ca Editor and Publisher: Leo Gervais – lgervais@theplanner.ca Associate Editor: Camille Lay – clay@theplanner.ca Associate Editor: Jyl Ashton Cunningham – jashton@theplanner.ca Graphic Artist: Matt Riopel Sales: James Paulson – jpaulson@theplanner.ca, Circulation: Tania Joanis, Patricia Lemus Contributors: Mike Auctor, Vanessa Baudry, Anne Biarritz, Jim Clemmer, Fabio Dionne, Savika Fowsar, Stacey Hanke, Barry Siskind, Louise Villemaire, Harriet Wezena

The Planner is a monthly publication distributed to professional meeting and event planners across Canada The Planner uses 30% recycled post-consumer paper Poste-publication No. 40934013

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Longtime columnist Stacey Hanke gives good advice about how to be more effective on the telephone and why it is so important.

Untangling hotel contracts

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With the myriad of clauses and details in hotel contracts these days you may need some help.

Our Jyl Ashton Cunningham puts you on the right path in this interesting and informative article.

Planner survey We all know planners are some of the busiest people anywhere. Check our survey to find out what some consider their craziest times of the year.

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Find out what the team hopes to gain from the activity CONTINUED FROM PAGE 1

Here are the typical answers of a Vacation type team leader: “That my team can have some fun and celebrate! ; “That we also have the chance to get to know ourselves better in a different context than at work”; or “Learn a few tools for work that would be an asset” and so on.

Finally, here are the answers of a Victim type team chief: “I would say ‘well done’ if my team is satisfied”; “I want to be sure that each person will enjoy the activity”; or “I do not want an activity that won’t appeal to some of the participants” and so on.

Based on these types of answers , you will identify the profile of the people that you are working with.

Who should benefit from this activity?

Now, who is really your client – the team manager or all of the participants? We suggest both.

Quite often, a team is composed of people belonging to one of the 3-V profiles mentioned above. The most important thing is to understand these differences to be able to keep the volunteers motivated and to allow the other participants to evolve towards the volunteer mentality.

Obviously, having a ‘’volunteer’’ team leader can be quite helpful in helping the group gel.

The success of your team’s consolidation How to determine the profile of your group depends on the choice of activity

Here is a very useful question to ask the team leader looking for a good team building event: “Would you tell me what should happen so that at the end of the team activity, you turn to me and say, “Well done, that was great!”?

The following possible answers to this question will help you to establish the type of profile and from there on, understand the needs of the specific team. Here are the typical answers of a Volunteering team leader: “We would like the message to be understood by the group”; “That the participants come out of the activity with tools that will allow them to be more efficient back at work in such situation”; or “That there is a better team synergy in a given situation“ and so on.

How do you choose the right activity for your group?

A good start is to suggest the one that will encourage as many participants as possible to get to a Volunteer or Vacation state and therefore be able to work in synergy.

Let’s now concentrate on the activities that correspond the best to the different types of clients.

We need emotions to change Teams need emotion in order to learn and change.

Think about the team bounding experiences that you have appreciated and in which way they have inspired you – most experts agree that an S.E.E (Significant Emotional Events) will help people to take decisions to make a change .

Here are some S.E.E principles to help you pick the right activity: • Risk taking. Allow your participants to launch out, dare and have the impression of risk.

• Consensual validation. Everybody participates and decisions are taken unanimously.

Use the experience of good facilitators Many consultants can help teams benefit more from activities. Thanks to their talent and professionalism, they are capable of transforming Victims into Volunteers.

Using facilitators can allow you to avoid deceptions and ensure a continuity in your team activities.

Each objective has a type of activity Your team leaders often have specific objectives that they want to achieve : motivate the sales team, stimulate the creativity of a team and/or solve conflictual problems, and so on.

Instead of looking at team objectives, we suggest you consider team building ‘’levels.’’

Working on the following three levels will allow a team to truly be more efficient.

Independence. Have a team of motivated and enthusiastic individuals Interdependence. Learn how to communicate and collaborate efficiently. Reach a consensual validation. Establish trust.

Team culture. Create “team rules” on an organizational level.

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Find out what the team hopes to gain from the activity These three aspects are closely linked. For example, it is difficult to have a better communication if the individuals aren’t very enthusiastic.

Bringing the team to such a state of mind will require an appropriate use of leadership. According to the audience, there are 3 ways to lead a group : Law (“I decide and you execute”), liberty (“I don’t care about how you get there as long as you do”) or culture (“We agree all together on rules that we respect and follow”).

We can reach this level of human resources management with open communication and structured activities when we deal with a group composed mainly of Volunteers.

And don’t forget a facilitator can also help the team leader prepare the event.

The independence of the team members Objective: Offer the opportunity to the group to optimize its energy. This is the base of a successful activity. We have to enable the participants to go from an energy level of 3 or 4 out of 10 to an energy level of at least 8 out of 10.

The activities can be experimental (cooking, walking, construction, etc.), with no or little verbal communication (use of a tam-tam, music, etc.) or masterly if the intervening is efficient (motivator, lecturer on the “wellness” theme). These activities bring energy to the participants but more than this, they allow them to feel more at ease within their relationships with the others. Step by step, barriers disappear. If this kind of activity is very useful with ‘’Victim’’ type individuals then it could be profitable for all.

Esprit de Corps is a company that specializes in team building by offering activities from three to 48 hours in length in the areas of biofeedback, icebreaking and dragon boat racing, among others.

On the Web : www.espritdecorps.biz.

Interdependence between the participants Objective: Work on the capacity of the team to communicate and interact to benefit the diversity of the group in order to be more efficient.

The activities of interdependence must allow the participants to draw insight about themselves but also to one an other. Such activities will be very useful to the team if they allow the participants to say what they truly think about anything. A facilitator could also help participants to develop assertive communication tools . Successful activities help team members bring back principles of the activity to life at work.

A team willing to grow to face challenges and do what it takes to solve them is usually composed of a majority of Volunteers or vacation members and predisposes itself to these kinds of activities.

The organizational level of the team In sports, a team will never be totally efficient if the participants do not play the “same sport.”

Objective: Allow a team to be more creative by establishing winning behaviours. Establish game rules to help the team win.

APRIL ’07

7

Niagara Falls: A planner’s delight

BY JYL ASHTON CUNNINGHAM, CMP

As an alternative to Toronto Pearson International, consider flying into Hamilton International airport, where direct flights from Canada, the US and overseas account for an increasing percentage of inbound flights to the Toronto region. Hamilton is only a 60 kilometre commute to Niagara Falls, in light traffic and scenic surroundings – definitely worth considering for the comfort and convenience of your delegates. For a full list of airlines using Hamilton International, visit their website www.flyhi.ca. Luxury Coach offer a full range of top-of-theline transfer options from highway coaches to limousines www.luxury.to.

L

ove it or loathe it, embrace it or avoid it, Niagara Falls could never be ignored as a destination. Over the past years, the city has risen in glittering defiance of its coach tour and candy floss reputation, with fabulous hotels, restaurants and a state-of-the-art Casino being major attractions. If you haven’t been there recently, you are truly missing out on a wonderful experience.

The history of Native Indian inhabitation of the Niagara Peninsula, dates back to the 14th century and it wasn’t until late in the 17th Century that French explorers arrived there. The Falls themselves are steeped in historical folklore, battle stories and dare-devil acts and have been a tourist attraction for over 200 years. Around 1820, once all the dust had settled following several well-documented battles (the famous War of 1812 was fought here), tourists started to return in greater numbers.

Today the only battle scenes are summer re-enactments at Fort St George (an interesting venue for a reception) or computerized inter-galactic wars at one of several video arcades on Lundy’s Lane. Niagara Falls has transformed itself into a multi-functional city, where business and pleasure can truly unite. Any one of the numerous downtown hotels would offer the perfect venue to host a meeting, convention or incentive program.

Hotel chains are well represented Most of the major hotel chains are represented in Niagara Falls, and each of them has a spectacular property with views of the American and/or Canadian Horseshoe Falls from bedrooms and function rooms. Prices are negotiable depending on the size of the group or time of year, as with any destination. Expect premiums on room rates over weekends and in the summer, when casino and tourist traffic hits town. Each season has its own special attraction, and everyone has their favourite – mine would be spring, with the amazing public garden displays and with so many tourist attractions re-opening after the long winter.

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Lots of meeting space is available in the Niagara Falls region of ice. At a mere $14 per head, For the golf enthusiast, there this awesome boat ride is a are over 30 courses in the region, must-do and is guaranteed to three of which are championship break the ice with any group. standard within Niagara Parks TIP: I usually carry a quantity (Legends has hosted the of elastic bands with me, to Canadian Women’s Open). close the wrist portion of the Meeting space is certainly complimentary blue plastic not an issue in Niagara Falls, capes and stop water going with the Americana, Brock right up your arms (not a pleasPlaza, Doubletree, Embassy ant feeling). Wear trainers or Suites, Great Wolf Lodge, Hilton flat shoes also, as it can get slipNiagara, Renaissance Fallsview pery on deck. and Sheraton Fallsview each After the Maid of the Mist, having over 10,000 square feet allow a short time to visit the available, and the Niagara souvenir shop or the Caves Fallsview Casino Resort and the under the Falls. It’s a very Sheraton On The Falls both havgood idea to bring a tour guide ing 3 times that amount, includor two along, just remember ing exhibit space. they have to have a Niagara For a corporate team buildlicense to work there. ing experience, why not try Continue the excursion by Great Wolf Lodge, with its enorcoach, along the Niagara mous indoor adventure Water Parkway, stopping at the Park and playground, keeping famous Floral Clock and the in mind that it is a family venue.

Whirlpool for inevitable photo The Niagara Parks ops, after which have the coach Commission is a government double back to Niagara agency which owns and operHelicopters.

Plan for a 9 ates most of the historic and The popular Canadian Horseshoe Falls plunges 52 metres minute ride over the Falls folnatural tourist sites at the Falls, (170 feet) into the Maid of the Mist Pool. lowed by a short flight to one of including several excellent restaurant venues. They also offer group passes including a the region’s many wineries, landing in time for a delicious VIP Pass that gives your delegates preferred entry to Maid of lunch and wine tasting.

Niagara Helicopters can currently land at eight properties, the Mist, the Butterfly Conservatory, White Water Walk and Journey behind the Falls. Amy Duffy, CMP manages meetings, with a potential for additional ones in the future. Each heliconventions and incentive sales for Niagara Parks Commission copter carries six passengers comfortably, plus the pilot. For full details on costs and other information. and is a delight to work with.

On the Web: www.niagara-helicopters.com On the Web: www.niagaraparksmeetings.com.

Peller Estates was one of the first helicopter-accessible wineries, with the landing pad directly outside the restaurant, in full view of diners. There is also a beautiful outdoor barbecue area there, where guests can land and enjoy cocktails and canapés whilst Often an incentive trip or companion tour may require a waiting for the remainder of the group to arrive. www.peller.com Have the coach meet your group after lunch and continue one-day excursion. Here is an example of a high-end visit to the Niagara Region. Based on 50 people, originating in the day with a trip to Niagara-on-the-Lake for shopping and Toronto, the following experience would cost about $350.00 sightseeing. Enjoy afternoon tea at one of the beautiful Vintage Cdn per person including taxes and gratuities. I have used this Inn properties, then head back to Toronto in time for dinner!

Whatever your reason for visiting Niagara Falls and the excursion many times with both Canadian and international groups with great success. The entire program can be complet- Niagara Region, you can be sure of a warm welcome, excellent cuisine, excitement, adventure and an overall fun-filled experied between 8:00 a.m. and 6:30 p.m., traffic permitting Start your day early to avoid the tourist rush. Aim to be in ence. The only problem will be how to fit in time for work!

Niagara Falls for 9:30 a.m. if travelling by motor coach, or 10:30 Jyl Ashton Cunningham, CMP is an Associate Editor of The a.m. by Via Rail. Head straight for the Maid of the Mist, which Planner and owner of JAAC Events in Oakville, Ontario. Email her at: opens at 9:45 a.m., starting in April or as soon as the river clears info@jaacevents.com. Jyl would love feedback on any of her articles.

Take a day excursion to Niagara Falls

APRIL ’07

9

The company pic-nic can be an investment in more than just fun

BY FABIO DIONNE, OMNIKIN

this may involve renting a tent.

Here are a few tips that may come in handy as you consider some of the aspects of organizing a company picnic.

When an organization decides to hold a company picnic, or to continue the tradition of putting on such an event, there are many factors that must be taken into consideration. In addition to ensuring that participants are entertained and enjoying themselves, it is important to keep corporate objectives in mind.

Creating ties between corporate stakeholders, eliciting a sense of belonging, and developing social ties are just a few examples of corporate objectives that can be targeted while developing activities for a company picnic.

1. The clientele It is important to accurately identify the clientele, in order to properly respond to the tastes and interests of everyone involved.

The number of people who will attend, the average age, the number of men and of women attending an event that is for employees only, the ages of children who will attend a family day (e.g.: consider teenagers, and let them know that activities will be organized specifically for them, in order to encourage them to attend), the primary language(s) spoken, the popularity of events and activities that have been organized in previous years, etc.

All of this information will help you to accurately define your needs with respect to organizing the event, and to choose activities that are best suited to your guests.

Collecting information is an essential part of planning The first step involves collecting and recording as much information as possible about a variety of very important factors.

You must be familiar with the choice of venue, the objectives of the event, and the foods and beverages that will be served.

It is also crucial to have a Plan B in case of bad weather, and

2. The date It is important to verify that the majority of invitees are

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Activities are the key to obtaining the objective

Omnikin uses a giant parachute to help promote team building in corporate groups. available on the selected date.

Attendance by key participants, including directors, group leaders, and even social directors, can have a significant influence on whether invitees will attend. This fact was confirmed by the experience of one of my clients.

When she hired me to organize her traditional company picnic for 2007, she assured me that she would be paying close attention to the date this year, because: “Last year, several of my department directors were on vacation on the date of the picnic, and this had a considerable impact on the attendance rate.”

3. Activities The proposed activities are the primary means of attaining the objectives that are set by you or your client.

In general, activities that are short, intense, visual, stimulating, accessible to everyone, and conducive to active participation among all

APRIL ’07

one can congratulate themselves and each other.

It is important to organize certain activities during the day in which all participants – both young and old, if applicable – are called upon to cooperate in order to attain an objective, and that provide entertainment value for those who are watching.

Omnikin boasts an exclusive item that is ideal for this concept: giant parachutes.

These are colourful, round cloths made from a lightweight fabric that measures 65’ in diameter.

Approximately 200 people stand along the perimeter of the parachute, holding the edge. Following the instructions of a facilitator, the participants manipulate the cloth in order to form a variety of shapes. The effect is impressive for those who are handling the parachute, and it provides a very entertaining show of cooperation for the audience.

Your team will get the feeling that it is actively con-

who attend are a sure-fire bet to be successful.

One example is the “Cooperation Games Olympiad”. During these Olympic-style games, six to eight teams of 20 to 30 members each (adults and/or children) find themselves in a workshop where participants must work together in order to accomplish a task involving a highly stimulating game item. For example, the game may involve a giant 4’-diameter ball!

Team members must work together during each workshop as they compete with the other teams. The teams must tour the six to eight workshops, scoring points at each station instead of trying to beat the other teams outright at each stop. Bonus points are awarded, at the discretion of the head facilitator, for certain criteria, such as dynamism, originality, etc. At the finale, when the participants receive their final scores, all of the teams are essentially equal, and every11

tributing to the success of the day. People love to participate in activities that are simple and accessible. Choose activities that have an immediate effect: end the game before people lose interest. It is better to plan ten different short activities instead of a single activity that never ends.

Be creative, and remember that your participants are creative too. Don’t hesitate to encourage this creativity.

Trust them, and the results may surprise you. Another suggested group activity involves organizing a shape contest, during which each team must form a human logo representing the company, the theme of the day, or some other element. This creates an unexpected challenge that calls on everyone to use their imagination!

One of the keys to a successful picnic lies in the activities, both in terms of the program and the level of team involvement. Rely on professionals, who are able to point you in the right direction during the preparation of your outdoor meeting.

Cooperation and participation are critical to the success of the activity, and they are equally critical during the preparation and organization stage…

Have a great picnic!

Omnikin inc. has been planning and organizing all types of special events since 1984. Please contact Fabio Dionne, V.P. of Activities, by phone, at 450-4453033, extension 11; or by e-mail, at fdionne@omnikin.com.

For more info concerning the company’s expertise, please visit www.omnikin.com/animation.

•••

Sudoku

Industry News Tourism increases but not in Canada A report from the United Nations found that despite global fears of terrorism, increased oil prices, and bird flu, world tourism set a new record in 2006.

But according to Statistics Canada, the number of foreigners visiting Canada this year compared to last year dropped 7.7 percent. This past December, less than five percent of nonresidents visited when compared to Decedmber 2005.

Despite this, Canada, along with Luxembourg and Singapore, are the seventh most-visited countries, according to a world travel and tourism destinations study. Conducted by the World Economic Forum, the study produced the first Travel and Tourism Competitiveness Report. Switzerland is listed number one in a survey of 124 nations with Austria, Germany, Iceland, and the United States rounding out the top five.

Three categories are taken into consideration a nation’s tourism human, cultural and natural resources, its travel and tourism regulatory framework, and its tourism business environment and infrastructure.

Ranked number two in the world is Canada’s air transport infrastructure. When it comes to Internet accessibility for booking flights, hotels, renting cars or purchasing other products related to travel, the country places fourth. But it was reported that the nation is lacking when it comes to price competitiveness and kindliness of locals. Locals from other countries, as well as the United States were viewed as more friendly and helpful. Time to up that Canadian hospitality, eh!

The object of the game: Fill each square with a number from 1 to 9 so that every number appears only once in each row, column and cell.

LEVEL: EASY

Solution, page 18.

LEVEL: INTERMEDIATE

Solution, page 18.

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

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Rogers recycling effort helps the needy

Industry News St. Andrew’s adds three new suites

BY NATHALIE CARON

The St. Andrew’s Club & Conference Centre in downtown Toronto recently announced the opening of three new meeting and event suites as part of a major expansion which has increased its capacity by 50 percent.

The Conservatory Suite on Sixteen can accommodate seminars, conferences and AGMs for up to 120 people. The conference room offers in-house audio and visual systems including a ceiling mounted projector and a plasma screen.This suite has its own dining room with exceptional views down to the lake.

It can also be used for corporate receptions and dining.

The Executive Suite on Twenty-Five features a large meeting room for up to 40 with a private lounge and three breakout rooms that can be booked to provide groups with complete privacy for planning and learning.

The Management Suite on Twenty Seven is perfect for groups of 10 to 20 and provides our most outstanding view of the lake. The suite comes with its own private refreshment lounge and plasma screen and advanced audio-visual system.

The St. Andrew’s Club & Conference Centre opened on the 27th floor of the Sun Life Financial Centre in the heart of Toronto’s financial district in 2002, and more than 6,000 corporate meetings and events have been hosted there.

St. Andrew’s also offers a complimentary public Wi-Fi wireless network and a customizable private wired network.

For more info, contact Stephen Hodd, President at 416-3664228 ext 223 or stephen.hodd@standrewsclub.ca.

On the Web: www.StAndrewsClub.ca.

What do people in need, the environment, your cellular phone, a battery and an ink cartridge have in common?

In 2003, the recycling program Phones for Food was initiated.

The Canadian Association of Food Banks (CAFB) launched this initiative by finding partners such as Rogers Wireless. The main objective was to reduce hunger across Canada and help preserve our environment by diminishing toxic waste and non-biodegradable items such as AA and AAA batteries, used cell phones and used ink cartridges.

Used cell phones, depending on their age and condition, are valued at between $2 and $5. That’s enough to buy a jar of peanut butter or a pint of milk for a needy person. In March 2006, more than 750, 000 people, 41 percent of whom are children, had to turn to a food bank in Canada.

Rogers Wireless has taken the leadership in proposing an easy and practical solution to recover more cell phones.

When you purchase a new cell phone by Motorola, Nokia, Sony Ericsson and Samsung, you will find a postage-paid recycling bag inside the box. If you have an old cell phone, you can drop it in a donation box available in 1,000 retail outlets of Rogers Wireless and Rogers Video across Canada or you can download and print a postage-paid mailing label from their website.

On the same website, you will also find information pertaining to your community food banks as well as on thINK FOOD and how to recycle your used ink cartridge.

On the Web: www.phonesforfood.com.

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Gather competitive intelligence 5. CI gathering is expensive.

It doesn’t have to be. A well-structured CI strategy will incorporate your existing resources along with whatever outsource professionals you deem appropriate.

Yet, while the need for CI is apparent, often businesses grapple with the reality of an inexperienced staff, lack of time and lack of resources to gather unbiased information. In order to carry out this crucial function an outside vendor can help with the CI function. One process they use to gather information is called “Mystery Shopping” and the best place to implement a mystery-shopping program is at trade shows and events.

There is no one solution that works for everyone. Much depends on the objectives of the marketing program, the allocation of resources and the seriousness of management. There are three major steps that need to be considered: 1. An agreement on the scope of the mystery shopping activities. Here the consultant and client will define which of the marketing elements are to be evaluated. This can include such things as personnel, signage, graphics, location and competitor activities. Once this is determined, a formal mysteryshopping plan will be created and approved by the client.

2. The actual mystery-shopping schedule will be established.

This will include the times, locations and staff schedules. The client will determine the number of intercepts necessary at any one location. The consultant will then arrange to have trained staff available. The people will conduct the mystery shopping exercise as if they were ordinary customers. They will keep meticulous notes and when appropriate take photographs.

3. A report will be developed for each location which will summarize the findings. These will be presented to management within 7 days of the mystery shopping exercise to give the client time to implement the recommended changes.

A well-thought-out mystery-shopping program is an excellent tool to gather CI. Consider adding it to your marketing plan.

BY BARRY SISKIND

Mystery shopping program reveals much

W

elcome to the age of intelligence. In the 21st century business success is dependent on knowing how to cultivate intelligence and use it to your advantage. Intelligence is what businesses need to compete. Companies will need to become increasingly sophisticated at collecting and processing information in order to remain truly competitive.

The other side of Competitive Intelligence (CI) is the process our customers undertake daily, that is comparing one company to the next. They compare the five “P’s” - products, prices, practices, promises and most of all people. They leave your front line personnel with an impression that often leads directly to or away from a buying decision. Knowing how your five “P’s” compare to the competition is also an important function of your CI initiative.

Before you read further, there are five common misunderstandings about CI that must be clarified: 1. CI is spying.

CI is really an information gathering process that goes beyond snooping around your competitor’s booth.

2. Surfing the web gives you CI The web tells you what the organization you are researching has done. It doesn’t tell you what they are going to do in the future.

3. Industry leaders are not at the same risk from competitors as other industry players.

Everyone needs intelligence to make good decisions whether they are industry giants or upstarts.

4. CI requires volumes of data.

It’s easy to get so overloaded with information that it leaves you speechless. A good CI program focuses on the information that is relevant.

Barry Siskind is author of Powerful Exhibit Marketing. He is also President of International Training and Management Company who offers a number of services to exhibitors including the creation and implementation of a mystery-shopping program. Contact Barry at barry@siskindtraining.com for more information.

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Use an ARS asap Assign points to questions

BY LEO GERVAIS

Create teams for more interactivity in your meeting.

You may remember the article we did last year about ARS, the Audience Response System and that is used for group participation and for instant feedback. Communication very important, so consider this great technology to improve it.

How much does it cost?

“It really is a great way of having interaction with your chosen group. People are not passive – they are involved,” says Matt Riopel, a technician with Tandem House.

Cost depends on how many people will be using the system. Usually you would pay a fixed rate for the rental of laptops with the ARS receiver, and a rental cost per unit for the keypads (like a remote control for your TV).

Time and again, the success of an event is determined by those who attend.

With the ARS system, everyone can take part and, more importantly, leave knowing more than when they came in and be excited about it. How can you put a price on an entertaining, successful meeting?

What are some examples of its use?

Get ‘real time’ results from questions polled. Use demographics to your advantage. Most people will ask simple questions with basic simple answers.

But why not take it one step further. Start with questions like, “Are you male or female?” or “What part of Canada are you from?” With those types of questions you can cross-reference them with other questions and learn much more.

Imagine, you could now find out whether 60 per cent of women actually prefer using Advil (not a real statistic).

ARS doesn’t always have to be serious. You can use it as amusement and come up with your own game concepts.

Using music and fun themes, you can make your company parties a day to remember. Accumulate points and be the top player.

Use ARS for team building An example of how it can be used for team building: a small group of five or six people control one receiver and have to come to a consensus before relaying their answer. This will lead to discussion and interaction in the group.

Is it easy to set up?

•••

The system is very easy to set up. It can take minutes to set up depending on how many people attending your event.

APRIL ’07

For more information on the ARS technology, call Matt Riopel of Tandem House at (514) 848-9542 ext. 307.

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Industry News

F.Y.I.

Zagat teams up with Priceline to provide online hotel reviews

Looking for something different?

This could be called “Money Spent on a Tent Rent.” The Rockwater Secret Cove Resort has added seven new Tenthouse Suites at its property on B.C.’s Sunshine Coast, each one with heated slate floors, a hydrotherapy tub, fireplace, Japaneseinspired shoji screens and a balcony. A second phase of nine units will be constructed soon. Rates will start at CAN $299 per night, including breakfast. Another neat thing about this place is the 450-metre treetop boardwalk you take to get to it.

On the Web: www.rockwatersecretcove.com

Priceline.com customers will get free access to online hotel reviews made by Zagat Survey. The two parties recently entered an agreement that will provide information on American and certain international hotels, restaurants, and attractions. Through a feature called Priceline Destination Guides, customers of both companies can be part of the process and add traveler reviews Some other features of the agreement include: • Independent hotel reviews by Zagat with numerical ratings and comments for hotel rooms, service, dining and facilities and property • Available soon will be free Printable Zagat Travel Capsules electronically sent to Priceline.com customers who are going to popular travel destinations. The capsule offers specific guides to cities and will give more Zagat ratings and reviews for hotels and other attractions in the area.

Speed reading can save you time If you are a slow reader and feel you’re wasting time, H. Bernard Wechsler of the Speed learning Institute of America encourages people to learn to speed read to save time and increase comprehension. Here are his five tips to race through the pages: • Never read without a pen. By moving the tip of a pen beneath a line, your eyes will instinctively follow, speeding you up. On a computer, run the onscreen cursor under the text.

• Pick up the book. Reading at a 45-degree angle is easier on the eyes than off a flat surface.

• Relax your eyes. Focus on full lines, not specific words, using peripheral vision. Move your head, and pay attention to the upper half of letters.

Kill that voice in your head. Silently repeating words slows you down. To break the habit, try quietly humming.

Keep on truckin’. Resist the urge to “regress” and reread.

On the Web: http://speedlearning.org

New chief arrives at Tourism Toronto David Whitaker has been named president and CEO of Tourism Toronto, starting April 30. Whitaker spent the previous 17 years in senior leadership roles with the Greater Miami Convention and Visitors Bureau, most recently serving as the executive vice president and chief marketing officer.

Tourism Toronto is the official destination-marketing organization for Toronto’s tourism industry.

On the Web: www.tourismtoronto.com.

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APRIL ’07

BOOK REVIEW

By John Newstrom & Edward Scannell

TEAMBUILDING GAMES

BY LEO GERVAIS

W

e all played games in our youth. It is a universally accepted way for children to learn how to socialize and, in varying degrees, compete with others.

Games can also be an effective way to build team spirit, communication and trust among adults who work together.

This 238-page book provides 70 varied and imaginative games and activities that have been specifically designed for the manager who’s looking to improve communication, promote a culture of harmony and cooperation and have fun with the work team.

Critics will argue that games are not reality, and they offer elementary solutions and activities not meant for a serious workplace. I counter that people need to feel validated and accepted in their job, and games can help achieve that goal in a low-pressure environment.

Here are some edited examples of games in the book that will help you accomplish your team building goals.

Name: Getting to know you Type: Icebreaker Objectives: To get to know teammates, build trust among people who work together and develop a “personal profile sheet” on team members, colleagues, clients and friends.

At a team meeting, explain that each team member has special skills, knowledge and talents that will help to make the team stronger as a unit. When team members are aware of each other’s strengths, the team can function more effectively. Distribute one copy of the Getting To Know You Form to each team member. Collect the completed forms, duplicate them and bring copies for each team member to the next meeting. Do record keeping with a three-ring binder or on a computer.

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Name: Getting to know you Type: How can we stretch our minds?

Objectives: To stimulate team members to practice creativity during a group meeting. Before the meeting begins, place three pipe cleaners at each person’s place. Unless someone asks what they are for, do not tell them their use until you are halfway through the meeting. At that time, tell the team that these items are theirs to make any kind of personalized structure. If asked for more info, simply restate they can do anything they want with them, urging them to be creative. At the end of the meeting, ask the team to select a winner. Also, mention that children typically don’t wait to ask, they simply go ahead with the task.

Provide small prizes for the winners. Tip: Take Polaroid pictures of the winners and their products and tape them to a poster board for a strong visual reminder of creativity within the team.

Name: Plentiful proverbs preach poetically Type: Can we work together Objectives: To energize team meetings, highlight the value of concise, cogent communications and provide opportunities to work in task-oriented teams.

Distribute copies of the exercise (a list of proverbs that have been made wordy) to all group members. Ask them to translate each hidden proverb into its more commonly known and poetic form.

Engage the group in a debriefing session, in which these answers are shared, and some or all of the discussion questions are used.

An example: Proverb:An ignoramus and his lucre are readily disjoined.

Answer: A fool and his money are soon parted I recommend this book as a solid tool to inspire and help create a positive team atmosphere at work.

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Book: Big Book of Team Building Games Authors: John Newstrom and Edward Scannell Publisher: McGraw-Hill, 1997 ISBN-10: 0070465134 Price: $21.09 on www.chapters.ca

Enunciate and exaggerate Best practices for greater results

BY STACEY HANKE

Implementing the following points will help you be sharp and professional in the way you talk on the phone: • The caller only relies on your vocal delivery over the phone; therefore, you need to put more focus on your pace, volume and inflection. Speak at an even pace to articulate your words for a clear and concise delivery.

• We’ve heard it before: SMILE when you’re on the phone. Your volume will convey confidence and your inflection will communicate excitement and passion. Vary your facial expressions; raising your eyebrows, nodding your head or leaning forward.

• Do you sound like you mean what you say? Do you really feel your organization offers the best service? Are you honored to have your customers as clients? Add emphasis to key words, ideas and take-aways to grab and keep the caller’s attention. This is accomplished when you: • Stand or sit up straight and breathe deeply from your diaphragm. The air supplies power to your voice, allowing you to add emphasis for greater impact and retention. Read the following sentence five times, adding emphasis to a different word every time. Pay attention to how the meaning of the sentence changes depending on where you place emphasis. “I enjoy taking the extra step to enhancing my client relationships.”

• Speak with inflection and emphasis to grab the caller’s attention. A caller can quickly get bored over the phone when they cannot observe your visual cues. To avoid losing the caller’s attention due to a monotone, boring voice, vary your volume. Be careful of trailing your voice off at the end of a sentence. The caller will miss your message and stop listening.

• Be careful of over-using words like; “Uh-Huh,” “Hmm” and “I understand.” When these words are over-used, it communicates that you’re not listening. The key is variety.

• To stay 100 percent focused and guarantee you’re implementing the above techniques, avoid talking to anyone else or multitasking when on the phone. You’ll lose your train of thought, your volume and articulation. This communicates lack of interest and sincerity for the caller.

Best practices for gaining results over the phone What's happened to the friendly service we used to receive over the phone? Is it too much to ask for a friendly greeting, a smile and a positive lasting impression? As our lives get busier with continued demands of “I want it now” conducting business over the phone will continue to become the preferred choice for fast service. In today’s competitive environment, clear and effective telephone communication is essential to ensure that business is not lost. If you take these skills for granted, how much business are you losing your organization?

Callers who are handled well will notice the good service, bring more business and build a long-term relationship with you. Callers who are not handled well damage your reputation and take their business to the competition.

How you manipulate the tonality of your voice influences 35 percent of communication. Add a little passion behind your voice, and you’ll quickly be better than 97 percent of everyone else who is in a trance behind the phone, according to Entrepreneur, Author, Business Builder and Email/Web/Internet Strategist, Christopher M. Knight.

Stacey Hanke is an executive consultant, author, coach and speaker with 1st Impression Consulting, Inc. in Chicago, Ill. Contact her at: stacey.hanke@1stimpressionconsulting.com or (773) 209-5970.

ANSWER EASY SUDOKU FROM PAGE 12

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ANSWER MEDIUM SUDOKU FROM PAGE 12

APRIL ’07

Web sites of

D ATEBOOK

It's tax time www.studiotax.com Studio Tax is a free, bilingual program that will help you fill out your federal income tax return. While it's free to download and install, the creators of the Windows program ask that people who use it to take the time to send them a donation for their effort. Some tax situations may not be covered so check the disclaimer before downloading.

Upcoming Events April 17-19 IMEX, Worldwide Exhibition for Incentive Travel, Meetings & Events), Messe Frankfurt, Germany. Contact: (011) 44-1273-227311, www.imex-frankfurt.com.

Mind over matter www.mindomo.com Mindomo is a free, Web-based mind-mapping tool that helps you brainstorm and organize your ideas and save them in a place where you can share them with others.

You can set up a free account and start creating flowchart-like diagrams in minutes using very elaborate diagrams rich with colours, shapes and icons. The maps can be saved and sent by e-mail.

April 19-22 International Association of Conference Centers, Annual Conference, The Heldrich, New Brunswick, NJ. Contact: (314) 993-8575, www.iacconline.org.

May 2-6 Society of Government Meeting Professionals, Annual Education Conference, Sheraton Atlantic City, NJ. Contact: (703) 549-0892, www.sgmp.org.

U R going to use this www.abbreviations.com Most of of know what B4 and NASA are, but there are so many abbreviations and acronyms out there it is difficult to keep track of them all. This useful web-based database will provide the answers to even the most obscure terms – just type in the acronym or abbreviation you are looking for and the site will display possible definitions. The site also features a dictionary of common expressions and a measurement conversion toolkit.

May 6-8 Association of Corporate Travel Executives, Global Conference, Doral Golf Resort & Spa, Miami, Fla. Contact: (703) 683-53222, www.acte.org.

July 28-31 Meeting Professionals International, World Education Congress, Montreal, Quebec. Contact: (972) 702-3000, www.mpiweb.org.

•••

•••

Do you have a Web site you want to share with other planners?

Email us at info@theplanner.ca.

For more great Web sites, check out www.theplanner.ca

Have an event? E-mail us at info@theplanner.ca.

APRIL ’07

interest

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Harnessing the power of teams Confusion between team building and team development: Giving everyone a T-shirt may produce short-term warm and fuzzy feelings but it rarely leads to a powerful, united team unless root issues are addressed. An example of a root issue might be chronic animosity between managers working with the team.

Too much attention on the team itself: Some teams are so busy sailing the ship they have gone off course. They confuse their frantic activity for progress.

Lack of priority setting: If everything is urgent, group members will feel overwhelmed.

Poor processes: Typical team members often have little training in such basic skills as meetings, conflict resolution, planning, follow up and problem solving. They may not even be aware of them.

Misuse of e-mail: It’s a great way to share information but a poor way to communicate. Weak groups spend more time interacting with their computer screens than with each other.

Victim mentality: Less effective groups that feel powerless will point fingers at senior management, customers, shareholders, suppliers, governments or other departments. Instead of re-setting their sails and navigating through their problems they curse the wind and wait to be dashed upon the rocks.

BY JIM CLEMMER

W

e cheer for our favorite teams in sports, communities, schools and even families. So why don’t we see workplace teams in the same rah-rah way?

For all the big talk, matching T-shirts and off-site strategy sessions, calling a group of people a team doesn’t make it one.

These groups are usually just a collection of individuals from the same department who meet periodically.

Few of us have been lucky enough to participate in a strong, united team. These groups rise to ever higher levels of performance and make all of us better than any one of us.

Laying ground rules, setting goals and dealing with naysayers are just a few of the guidelines that can help your team reach its goals, whether they be improvements in productivity, customer service, quality, process management, innovation, cost effectiveness, job satisfaction, morale or financial performance.

Why many groups aren’t teams Here are some of the reasons that many groups aren’t effective teams:

Forming effective teams

Lack of focus: If members don’t have a shared picture of what success would look like, they will pull against each other.

They also should have an emotional commitment to what they’re doing.

What does it take to create a high-performing team?

Here are a few suggestions: Run meetings well: Meetings are more important than ever in our increasingly complex and interconnected workplaces.

Research shows that when meetings are run effectively, teams make better decisions than individuals.

Among the basics are establishing an agenda that outlines the meeting’s purpose. Are you solving a problem, seeking input or distributing information? Meeting leaders should choose decision-making processes – among them are command, consultative and consensus – and time allocated for each agenda item.

Later, they should summarize and document actions to be taken, and ensure follow-through. High performing teams also should frequently review and improve their meeting processes.

Agree on ground rules: Rules for debating issues, making decisions and resolving conflicts should be clear about unacceptable behavior. Anyone who violates a ground rule is called to account by team members.

Focus on the big picture: The old adage says that “it’s hard to see the picture when you’re inside the frame.” Team members build more excitement about the work they are doing if they can see how it plays an important part in a bigger effort.

For example, a team working to improve processes in a healthcare organization would benefit from learning how their work would benefit patients and caregivers.

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Team ground rules are essential for any team’s survival Ask each team member to imagine the team’s ideal future state in a few years from now. Listen to each person’s vision, then summarize the key themes that have emerged. Some groups also use drawings, cutouts of pictures, symbols, metaphors or success stories to paint a picture of what everyone sees in the future.

Another variation on this exercise is to imagine that each of you is being interviewed by a prestigious trade publication or major newspaper about your accomplishments. What have you done that is noteworthy? What principles guided your success? Where do most people feel your team has made the biggest difference?

Set priorities and review them frequently: Effective teams navigate their way through setbacks, misdirection and negativity that cloud most organizations in mediocrity or low morale.

They refuse to be victims of weak senior leadership, cynical colleagues, flawed organizational processes, demanding customers or poor suppliers.

One way to counteract naysayers, for instance, is to challenge them with deeper involvement or problem-solving.

Don’t allow the cynics to set the team’s emotional tone.

Brainstorm a list of the biggest issues to be addressed by asking for ideas on the “dumbest things we do around here,” “biggest barriers to reaching our goals,” “major implementation issues we need to address,” “pet peeves,” “dumb rules and forms” and “things that drive you crazy.”

Cluster the similar points until there are five to seven major groups.

Then divide them into things the team directly controls, can influence, and can’t control at all. Prioritize the things you control and make plans to address them. Do the same for things you can influence. Agree on ways to stop fixating on the issues that the team can do nothing about.

If senior management does a poor job of setting priorities, the better the team must be at doing this.

Team leaders should establish a process to reset goals and priorities as conditions and demands change.

Keep highly visible scoreboards, big thermometers (for a fundraising campaign), bulletin boards, Intranet sites, voice mail messages and newsletters to update everyone on the team’s progress.

Learn to improve: The final component that continues to strengthen a team and take it to higher levels is a strong feedback and learning loop. Effective teams eagerly look at their processes and behaviors to streamline and improve them.

Team members should regularly reflect on what they should keep doing, stop doing, and start doing for continuous improvement.

Team ground rules Every team should have ground rules. Here are a few: • Start meetings on time, with all the right participants present.

• Focus on the problem, issue or behavior – not people.

No one should make personal put-downs and judgmental statements about others. If you have an issue with another team member, talk to him or her privately and resolve it.

• When discussions involve some but not all participants, encourage them to discuss the issue at another time.

• Don’t cut each other off, finish another person’s sentence or engage in side conversations.

• Practice “cabinet solidarity” by keeping disagreements and debates inside the meeting room. Don’t continue them elsewhere.

• Don’t discuss sensitive or emotional issues by e-mail. Talk to each other instead.

• Look for opportunities to celebrate the team’s successes.

• Encourage team members to vent frustrations but avoid blaming, whining and wishing for the past. Focus discussions on the present and future.

On the Web: www.clemmer.net This article originally appeared in Jim’s column in The Globe & Mail. Jim Clemmer is a bestselling author and internationally acclaimed keynote speaker, workshop/retreat leader, and management team developer on leadership, change, customer focus, culture, teams, and personal growth. During the last 25 years he has delivered more than 2,000 customized keynote presentations, workshops and retreats.

Jim’s five international bestselling books include The VIP Strategy, Firing on All Cylinders, Pathways to Performance, Growing the Distance, and The Leader's Digest.

Build around strong members, and balance the team for strengths: Strong teams add people because of their strengths, not for their absence of weakness. To balance a team for strengths, the leader of a well-balanced team might assign a person with strong technical abilities and weak people skills to work alongside another member with weak analytical skills and strong communications abilities.

Celebrate and laugh: Strong teams have fun. They care deeply about their work but don’t take themselves too seriously. Use humor to diffuse tension or keep things light. You could appoint a Director of Fun, take joke breaks, show humorous video clips or schedule dress-up theme days.

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21

Hotel News

Eco-Meet is an environmentally friendly conferencing program, intended to minimize the harm to the environment during meetings, conferences and similar events.

“We recognize that many corporations, including Fairmont Hotels & Resorts, have adopted a mandate of environmental responsibility,” said Michelle White, Director, Environmental Affairs. “When selecting a venue for a green event, meeting planners will consider all aspects of the hotel or resort’s accommodation, operations, programs and policies as part of our Eco-Meet initiative.”

Meeting planners wanting to “green” their events can work with Fairmont's knowledgeable staff to tailor aspects of this unique program, which consists of four key components, to suit their needs: • Eco-service provides “disposable-free” food and beverage services and recycling stations in the meeting rooms. This service is an important element to a greener meeting and, for example, includes china and cutlery used instead of disposal items, linen napkins instead of paper, and centerpieces that are edible/organic or made from reusable items such as silk flowers. White boards are used rather than paper flip charts.

• Eco-accommodation offers in-room information, recycling bins, optional sheet and towel replacement at select properties, energy-efficient lighting, and water-conserving showerheads, toilets and tap aerators.

• Eco-cuisine menus incorporate local, seasonal and organically grown foods wherever possible. Special menus for Eco-Meet can also include a 50-percent reduction in animal proteins, supplemented by vegetable proteins at meal functions. The emphasis is on healthy, environmentally friendly and delicious food.

• Eco-programming provides activities and guest-speakers to complement the Eco-Meet experience. Whether it’s a keynote address, a full-day team building eco-experience or something in-between, Fairmont's eco-programming educates and informs meeting delegates, while providing innovative and exceptional meeting services. There are also paperless services available for events including a dedicated TV channel to provide information and updates to delegates, electronic paperless check-in/checkout and e-mailed contracts and information used where possible. Eco-Meet is available at all Fairmont properties.

Meeting planners can also download a copy of Fairmont’s new green meeting checklist at: www.fairmont.com/ecomeet.

MARRIOTT HOTELS INNOVATES WITH NEW LCDS AND PLUG-IN PANELS If you are planning to be a guest at Marriott Hotels & Resorts, you’re in for a pleasant technological surprise. The chain is introducing 32-inch LCD televisions and the industry’s only digital plug-in panel.

This new technology will enable guests who frequently travel with a host of digital devices to: • connect their laptop to the monitor so they can work, surf the Web, play DVDs and video games in high-definition; • split the screen to watch TV and work on the laptop simultaneously; • fill their room with their own music playlists from MP3 players and other digital music players through the system’s 25-watt speakers; and • play back videos from camcorders and view pictures from digital cameras.

Marriott Hotels & Resorts has developed a high impact advertising campaign to promote these new features, including three 15-second television spots showing different ways guests can use the new technology to work and relax, or do both, while also depicting how the guestroom can adapt to the technology needs of guests.

The guest room technology platform is currently being installed and will be in 25 percent of guest rooms by the end of this year and installed in all guest rooms by the end of 2009.

On the Web: www.plugintomarriott.com.

FAIRMONT’S ENVIRONMENTAL STEWARDSHIP IS A HIT WITH BUSINESSES Fairmont Hotel and Resorts’ respect for the environment and promotion of sustainable tourism is being embraced by business, indicated by the support of the Eco-Meet program now available at all Fairmont’s properties. Fairmont was the first major hotel company in North America to include green business practices as a major part of its operations. Another major milestone as a green company is the brand-wide launch of the Eco-Meet program.

357 guestrooms and suites 18 meeting and function rooms that can accommodate up to 350 people Connected to the Montreal Convention Centre

Inquire about Meeting Options™ reward program... extras that you deserve.

360 St-Antoine Street West Montreal, Quebec H2Y 3X4 514-987-9900 www.montreal.intercontinental.com

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Hotel News

April. The 8,000-square-foot spa, which features nine treatment rooms, is the first in the continental United States and the fourth in the Westin brand.

In related news, Fairmont has announced plans to manage a new “green” hotel in downtown Pittsburgh. The 185-room Fairmont Pittsburgh, to open in Summer 2009, will include an 8,000 square foot spa and 12,000 square feet of meeting space.

The developers are applying for the Leadership in Energy and Environmental Design (LEED) certification, which will authenticate the hotel as eco-friendly.

POD ACCOMMODATION IN THE BIG APPLE

HILTON INTRODUCES E-EVENTS FOR BOOKING SMALL MEETINGS Hilton Hotels Corp has introduced a companywide online booking tool for small meetings called e-Events to all planners arranging meetings for 5 to 25 room nights. It had been available to some customers on a testing basis for the past year.

The tool was developed after research showed 60 percent of the hotel company’s group leads were for events of 25 rooms or fewer. E-Events works with real-time inventory for both rooms and meeting space, and a standard contract across all of Hilton’s brands has been developed for the tool – no negotiations take place.

Two other products have also been launched: Planners can work with Hilton to develop a free customized event meetings site called the Personalized Online Group web page, while the Guest List Manager allows planners to view room counts, manage rooming lists and book multiple reservations online for any group at any hotel in the Hilton family. The latter two products are available for meetings of any size.

On the Web: www.hilton.com

The shower, desk and wash basin are tucked neatly in corners.

A pull-out drawer is underneath the bed. Tiny hooks for jackets are arranged along a wall.

This is New York City’s Pod Hotel in mid-town Manhattan, where 347 diminutive guest rooms come in several smartly executed configurations. Baths are compact at the Pod Hotel, where the average room has 100 square feet. New York hotel rooms tend to run smaller than in other American cities, and Pod rooms are the smallest of all: They average 100 square feet, compared with an average U.S. hotel room size of 325 square feet (according to PricewaterhouseCoopers, a global services company).

But the rates are also small, hence the Pod’s newfound popularity. Double rooms with a private bath start at US $109 a night, plus taxes, and a single with a shared bath goes for US $89.

The rooms are all equipped with iPod docking stations, LCD televisions and free WiFi. The bright lobby is dominated by an illuminated seafoam reception desk while the guestroom decor is an inviting mix of mod and 1950s retro styles.

Prices may fluctuate according to season and demand, front desk manager Lee Schlesinger said, but he added that the Pod aims to remain cheaper than the competition. The average cost of a night’s hotel room in New York was $240 in 2006, by PricewaterhouseCoopers’ account.

On the Web: www.pickwickarms.com.

COMFORT SUITES GO SMOKE-FREE Choice Hotels International has announced that its Comfort Suites brand will become smoke-free effective May 1. There are 433 Comfort Suites in North America; 10 percent of them are already smoke-free.

HEAVENLY SPA AT THE WESTIN

The Westin Resort Hilton Head will open the first Heavenly Spa by Westin in

MAKING THE SIMPLE COMPLICATED IS COMMONPLACE; MAKING THE COMPLICATED SIMPLE, AWESOMELY SIMPLE

–

THAT’S CREATIVITY.

CHARLES MINGUS

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23

How to untangle hotel contracts

BY JYL ASHTON CUNNINGHAM

Make a copy of the contract once you receive the preliminary version and write all over it if you have to. Highlight glaring discrepancies and use pencil for everything else. Then do nothing for a couple of days, returning to the document with fresh eyes and see where compromises can be made.

Understand that your interpretation of clauses may not always be as they were intended by the hotel – your negotiating skills will be much more effective once you have had a chance to look at the terms and conditions objectively. Once you have decided on all the changes, return the contract to the hotel to be re-written before signing.

O

ver the past few years, hotel contracts have developed a reputation as being increasingly difficult to understand.

Words like attrition, mitigation and indemnity have been analyzed, lectured on and used in many articles and presentations before this one. My intention is to ease the process of negotiating a hotel contract by helping planners to understand the objectives of the hotel when clauses are written into agreements, then to interpret the clauses and legal terminology to mutual advantage.

From the planner’s perspective, the more clearly your requirements are outlined in the RFP (Request for Proposal) and site inspection process, the easier it will be to work with the hotel contract as it is largely based on pre-agreed terms.

Remember also that everyone wants the hotel experience to be a pleasant one, so by being transparent in the early stages of negotiation both parties ensure that once the contract has been signed, everything runs smoothly and to budget.

Ask for help if you need it Having said that, there may still be areas of any contract which even an expert planner may have trouble interpreting.

If you are in any doubt, consult a mentor, a company lawyer or organizations like MPI (Meeting Professionals International) or IMPAC (Independent Meeting Planners Association of Canada) for assistance. Compare your contract to those of past events to make sure you are getting consistency in what has been given in the past. If you are new to your position, you can almost guarantee, for example, someone will remember that in the past there were always 5 VIP suites instead of 4, the complimentary room rate was 1 in 40, not 50, and you will hear about it. If you work for a large company that does multiple events annually, appoint one person in the event planning department (usually the manager) as the contract reader and negotiator. Using this procedure ensures that company policies are always adhered to and the department can leverage more advantageous bargaining practices with hotel chains as a recognized repeat client.

Be aware that “Run of House” written into the Guestroom Block means the hotel can put you in any rooms they choose, so the beautifully decorated room you saw during the site inspection may not necessarily be what you end up with.

Include a clause such as “Recently renovated,” or “As shown

Understand the other First and foremost, always read a contract with an open mind. Hotels make contracts for good reasons and like planners they need to cover themselves for any and all potential eventualities, both legally and financially. Consider some of the costs of running a hotel: City and employment taxes; payroll and training; renovations and maintenance liability; property; employment and benefits insurance; fixtures and fittings; furnishings and décor; food, beverage and licenses to operate same; laundry and amenities; “fam” trips, promotions, trade shows and other promotion and advertising; shareholder payouts; legal, professional and membership fees – the list is endless. Sales targets become increasingly challenging and profit margins become potentially smaller as contracts are more expertly negotiated, because people like me teach planners what to look for and how to negotiate better terms.

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Hotels are trying to manage their costs, just like planners during site inspection,” etc. to be clear on your expectations of the room conditions. Run of House does guarantee a better room rate however, and sometimes works in the favour of the group, as premium rooms may be all that are left by the time your conference rolls around.

Here are a couple of tips for getting a better deal on room rates besides Run of House. If you are responsible for paying delegate accommodations and want to reduce the room rate, one way is to agree to increase the food and beverage minimum, which effectively means you will need to have more meal functions in the hotel itself, rather than go off-site for some events. Likewise you can increase the guarantee on the room block by a few bedrooms.

Each of these techniques is not without risk however and a good knowledge of the history of your event is essential. Of course you could start the initial negotiations with a lower room block and then move to the figure you actually anticipate. Sneaky, but effective.

Hotels need to be able to project their sales for future years, which is why they often include annual percentage increases in contracts being signed several years in advance. For example, a contract may read, “Rates are based on 2007 pricing and may increase by a figure not to exceed seven percent annually.”

From a planner perspective, a true figure is preferable, in order to accurately project costs. It is quite acceptable to insist on a set room rate for the year that is being negotiated on, although it may well be at the higher end of the annual projection increase e.g. seven percent rather than “not to exceed seven percent.”

When negotiating food and beverage rates, it is a good idea to have the minimum cost per head of each meal included in the contract. This serves two purposes. It gives an accurate budgeting tool for the planner and also provides the expectation for both parties in terms of a dollar figure of minimum food and beverage requirements in any attrition clause. By subsequently upgrading the cost of meals, the minimum food and beverage clause is achieved faster. Ensure that taxes and gratuities are itemized in the contract as they can vary considerably and will have an impact on final costs.

room to be in the schedule. It is common (and perfectly fair) practice for hotels to sell their smaller meeting rooms first, leaving their options open, however this can limit client options considerably. Never sign any contract that does not name meeting rooms, as you leave yourself wide open to not having the space you need.

There are some contract clauses that can be removed by the planner as required. Patch fee or preferred supplier clauses; the hotel’s right to move meeting rooms (except in exceptional or emergency circumstances) or “walk” guests to neighbouring hotels due to room over-sale and historical performance of the event, are not required at the contract stage and should not be included.

One final piece of advice: Make sure that payment clauses are strictly adhered to. Failure to pay scheduled deposits to the hotel by the due date could result in the contract being rendered null and void. Mark all due dates on your calendar and ensure that the finance department has them tagged as well.

With all the above tools at your disposal, hotel contracts should be less daunting. Just remember to read, ingest and read again before committing a signature, and when in doubt, ask an expert!

Doublecheck meeting room provisions When meeting rooms are included in any contract, ensure that there is a clear and concise schedule, outlining dates, times, room names and number of people expected in each meeting. It is absolutely the planner’s responsibility to ensure that the meeting room is large enough. The Golden Rule is add 30 percent to the hotel’s advertised capacity to include AV and staging. If you think more people may attend, ask for a larger

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Canada’s top 10 wines When planners were asked if their companies held Christmas parties, 75% said yes and the majority said they started planning for it in October.

British wine critic Jancis Robinson took in some Canadian flavor after partaking in a tasting of the nation’s 60 best wines from B.C., Nova Scotia, Ontario, and Quebec. These were her top 10 favorites: 10. Vin de Glace Vidal, 2004: From Vignoble de l’Orpailleur in Dunham, Que., the 2004 bottle is sold out but the 2005 is available for $28.

9. Riesling Icewine, 2004: Made by the Henry of Pelham Estate Winery, in St. Catherines, Ont., the 2004 bottle sells for $54.95.

8. Le Grand Vin, 2004: This red Bordeaux and predominately Merlot blend is made in a vineyard close to Lake Osoyoos, B.C. by Pascal Madevon. It sells for $40.

7. Canadian Oak Cabernet Franc, 2002: Produced at Lailey Vineyard close to Niagara-on-the-Lake Ont., the 2002 bottle is sold out. The vineyard sells the 2003 bottle and this spring the 2004 will be available for $34.95.

6. Riesling, 2005: Not far from Kelowna, B.C., Tantalus Vineyards make this wine, with the 2005 bottle selling for $19.90. A bottle of the 2005 Old Vines Riesling, a more exclusive brand, costs $24.90.

5. Le Clos Jordanne Vineyard Pinot Noir, 2004: Made by Le Clos Jordanne in Jordan, Ont., a 2004 bottle sells for $35.

4. Oculus, 2004: The Mission Hill Family Estate in Okanagan Valley, B.C. makes this red Bordeaux blend that will be available in September.

3. Mystic River Vineyards Gewurztraminer, 2005: Familyoperated winery Wild Goose Vineyards close to Okanagan Falls, B.C. produces this wine that’s now sold out. But the 2006 bottle is now available for $24.94.

2. White Meritage, 2003: This Sauvignon Blanc/Semillon

by Sumac Ridge Estate Winery from Summerland, B.C. sells for $21.99 a bottle.

1. Syrah, 2002: By Daniel Lenko Estate Winery from Beamsville, Ont., the 2002 bottle is no longer available but the 2004 is for $49.95.

On the Web: www.jancisrobinson.com.

When planners were asked what their busiest seasons were, more than 70 % responded the spring and fall. The slowest period of the year for planners is winter.

Save Trees!

Please let us know if this publication is a duplicate or an unwanted piece of mail.

If you have moved or are planning to move, please call us at (514) 849-6841 ext. 315 or send us an E-mail with your new coordinates to: info@theplanner.ca.

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F.Y.I.

The Bundle of Sticks

Must-know definitions of Web jargon

A farmer had many sons who quarreled constantly. He tried to mediate the many disputes, offering his wise counsel to get them to stop bickering but to no avail. One day, the irritated farmer reached the end of his patience. He summoned his sons to the barn where a bundle of sticks lay on the ground.

“I want each one of you to step up and try breaking this bundle in two,” he said.

Each son tried but couldn’t do it. The farmer then untied the bundle and handed each son a stick that he easily broke in two.

The wise farmer then said, “Learn from this example. As long as you remain untied, there’s no enemy that can break you. But if you separate from one another, you can be ruined.”

Aesop’s Moral: In union there is strength.

The bane of every editor’s and most readers’ existence. Like it or not, jargon is HTS (here to stay). Here are some new terms techies (gawd, that’s jargon!) are using to describe problems associated with computer technology.

Moved to Atlanta. Describes a page that's resulted in the dreaded "404: page not found" error.

Dog food. For software developers: to actually use the software you develop.

Javant-garde. A loosely defined set of beliefs assuming that “new media” is cooler or more creative than “old media.”

Netopath. The most deranged form of Net abuser.

Reverse egosurfing. Feeding your name to search engines to see how widely your fame, or infamy, has spread on the Net. Laganoia. The fear, engendered by network lag, of being ignored. It's triggered by many situations, including delayed email replies.

On the Web: www.tbtf.com/jargon-scout.html SOURCE: KEITHDAWSON, AKA THE JARGON SCOUT

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27

Bordeaux: The region . . . and the wine!

BY VANESSA BAUDRY

T

he region of Bordeaux is located approximately 600 kilometres from the French capital of Paris. With its pleasant climate, its rich culture, and its age-old traditions, Bordeaux has become an increasingly popular tourist destination in recent years.

This jewel of a region reflects a gregariousness that is unique to the southern countries. But of course, Bordeaux is also about the wine. Who has not heard of or sampled a Médoc, a Pomerol, a Sauternes, or even a Saint Emilion? The delectable and fruity flavour of these beverages is largely responsible for making Bordeaux a global reference in the world of wines.

A land . . . a history . . . a tradition All aspects of the Bordeaux region favour the wine culture: the incredibly fertile soil, the ideal climate, the unique variety of grape and, most importantly, the knowledge and quality that are unique to this area. In fact, Bordeaux enjoys a winemaking tradition that dates back two thousand years. This tradition has forged the experience of the region’s wine producers. Traditions are passed down from generation to generation, with each one refining its skills and striving to improve their products in an effort to produce the perfect wine. With the generous rays of the sun and the mild temperatures, nature takes care of the rest.

The Bordeaux region produces world-famous wine.

Quality above all Bordeaux wines are fairly expensive in comparison with the wave of new wines from California, Chile, and Australia, but are they worth it? If one considers the fact that wine is a rare and precious commodity, the answer is yes. Before a wine ever sees the bottle, its uniqueness is assured through the immeasurable care and knowledge of the winemaker. In fact, for many people, wine is a collector’s item, and the price increase on resale is sometimes quite impressive.

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The Bordeaux Wine Festival attracts 350,000 wine lovers Some interesting names are: Petrus, Latour, Mouton & Lafite-Rothschild, Haut Brion, Château Margaux. Leading wine expert Robert Parker suggested in a recent issue of BusinessWeek that excellent Bordeux wines can be had for under US $50, including Boyd Cantenac, Giscours, Kirwan and Lascombes.

How to recognize and appreciate good wine The CIVB (Conseil Interprofessionnel des Vins de Bordeaux) Web site features a section entitled “Purchase Tips for Connoisseurs,” which can help guide you as you make your selection. When choosing a wine, it is important to consider the people who will be consuming it, the occasion, and the dishes that it will accompany. Mr. Pascal Loridon, Director of Marketing for the CIVB, recently commented: “It is the occasion that makes a wine great.” First and foremost, wine remains a commodity that is both sociable and friendly.

Canada and wine Canada ranks seventh among the ten priority markets for the CIVB. It would seem that the Francophone tradition in Québec is largely responsible for bolstering the appreciation of fine wine among all Canadians, as well as the tradition that goes along with this appreciation.

Discovering the world of wine

the culture, the soul of the winemaker … these are all excellent reasons to discover the magnificent vineyards of Bordeaux. To this end, a variety of events are organized in order to allow you to get to know the wine better, including Le Week End des Grands Amateurs de Bordeaux (Bordeaux Lovers’ weekend). This event is an ideal opportunity to sample great wines in a warm and friendly environment1.

The 23rd Médoc Marathon, which will take place on September 8, 2007, allows you to discover wine right where the grapes are grown, as you take a journey through the incredible landscapes.

For a more festive occasion, the Bordeaux Wine Festival is a four-day event that attracts 350,000 people as they gather to celebrate wine.

The CIVB is also developing the love of wine through the Official Bordeaux Wine School, which offers weekend courses involving four two-hour sessions; or intensive courses that last three days. In addition, a new wine bar has recently opened to the public.

This is a more expensive way to sample wine (between two and six euros per glass), accompanied by a deli plate, but it provides a very pleasant and relaxing break!

Joining friends or colleagues for a glass of wine is an expression of satisfaction that is made more accessible in a region filled with fascinating charms that are sure to seduce you, whether you are traveling for business or for pleasure.

On the Web: www.bordeaux.com.

The authenticity and beauty of a Château, the setting,

Vanessa Baudry is a freelance writer currently living in France.

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