February 2008

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It pays to help employees quit smoking

F.Y.I.

Resolutions that count If you really want to keep those resolutions you’ve made, here is one way to do it: spend some cold, hard cash.

How? Put some money on the line the next time you promise to go to the gym three times a week or lose 10 pounds.

Two economics professors at the University of California showed recently that students who were paid $100 to go to the gym for four weeks went twice as often as those who weren’t paid. Here’s the kicker: The students kept going even after the payments stopped.

Cases like this suggest you should just pay yourself for sticking to that New Year’s resolution, perhaps by buying yourself a new pair of shoes if you reach your goal. But research suggests that taking out a contract in which you lose money for not reaching a goal is even more effective than a reward. That’s because humans are wired in such a way that the pain from loss is more intense than the joy we get from gain. So who can help?

Try www.StickK.com, a new website that lets you make a contract with yourself, pledging a cash bond that will automatically go to a charity, a friend, an enemy and so on if you don’t meet your goal.

On the Web: www.StickK.com

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You’ve heard of the smoke-free office. How about the smoke-free worker?

Many American companies are seeking to reduce their medical bills by paying for programs to help employees stop smoking. Ten years ago such programs were rare, but recent surveys indicate one third of U.S. companies with at least 200 workers now offer smoking cessation as part of their benefits package. Spending as much as $900 or so to give a participant free nicotine patches and drugs to ease withdrawal, as well as phone sessions with addiction counsellors, can more than offset the estimated $16,000 or more in additional lifetime medical bills a typical smoker generates, according to U.S. health data.

It’s too late for this year, but...

Another good reason to get a flu shot: it may prevent a heart attack. During flu season, heart attack rates rise by about 30 per cent according to a recent Russian study in the European Heart Journal. The flu may trigger a heart attack by causing a generalized inflammatory response in the body, which can precipitate a blockage of a coronary artery, according to researchers. They estimated that as many as 900,000 deaths from heart disease in the U.S. might be prevented each year if all people, especially those at high risk, got the flu vaccine.

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THE INTERNATIONAL EDITION

Ed. Note

Help the little guy A

s many of you know, Air Canada has had a virtual monopoly over air travel in this country for many years. Sure, there has been some competition over the years, like Canadian Pacific and Wardair, but Montrealbased AC has pretty much owned the Canadian skies. That in and of itself wouldn’t be so bad, if only they would act in the customer’s best interests. Case in point: Air Canada’s recent decision to slash its fares by half to $95 between Toronto and Newark, New Jersey in response to upstart Porter’s established price of $120 to the same airport, located close to New York City.

Porter plans to kick off flights from Toronto City Centre Airport to Newark on March 31. Before Porter’s official decision to fly to Newark, Air Canada’s one-way fare was $194. In effect, Air Canada has established predatory pricing to ground Porter before it ever takes off. Why should we care, you ask? Heck, we’ll be paying less which is good for everybody, right? Well, in this case, actually not.

Porter has quickly earned a reputation for outstanding service and fair prices. Its location at the Island Airport has been a cornerstone to their business strategy, even though Air Canada could never make it work for them with Jazz, which was was turfed out last year.

So what did Air Canada do? Jazz and Porter have been locked in a legal fight over Jazz’s desire to regain access to Toronto Island airport.

Sadly, Air Canada’s most recent actions are just more proof that customers are not number one, they’re number two, after Air Canada.

So use your influence as a planner and help smaller companies like Porter who have a passion for what they do and are sincere in wanting to offer more.

—Leo Gervais

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P UBLISHER

A SSOCIATE E DITORS

G RAPHIC A RTIST S ALES C IRCULATION C ONTRIBUTORS

Leo Gervais lgervais@theplanner.ca Nathalie Caron ncaron@theplanner.ca Jyl Ashton Cunningham jashton@theplanner.ca Camille Lay clay@theplanner.ca Matt Riopel James Paulson jpaulson@theplanner.ca Tania Joanis, Patricia Lemus Theresa Beenken, Lynn Buckley, Peter de Jager, Pierre Geoffroy, Stacey Hanke, Philippe Kwon, Barry Siskind

In this Issue 5 New concierge column > Dillon Carfoot, a concierge at the Fairmont Empress in Victoria, B.C., mentions several things there are for a planner to do and see in his lovely island city, and gives tips on great restaurants and pubs.

6 Productive meetings > How many times have you been in a meeting and wondered why you were there? This interesting article by longtime columnist Stacey Hanke explains the role of the facilitator in making any meeting a success and provides an easy step process to get there.

8 Events in museums > You might think of museums as merely storehouses for ancient relics and items from antiquity, but Jyl Ashton Cunningham details the benefits of using a museum as a locale for your next event

10 Ask the A/V expert > This new column, featuring audiovisual expert Philippe Kwon of Inland AV in Winnipeg, looks to offer planners useful advice by answering your questions.

Philippe begins with a discussion on lighting and LEDs.

20 Restos for groups > Dining is an intrinsic part of our daily lives as well as an important social bonding exercise.

This month, we offer some suggestions about several restaurants in Nova Scotia and Québec that are ideal for groups of varying sizes.

22 Motivational speakers > Theresa Beenken of the National Speakers Bureau explains the importance of using motivational speakers to empower your employees, who often need more than money to make them go the extra mile.

Cover photo: Chapel of the Musée de l’Amérique française in Quebec City, by Idra Labrie

2105 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 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 4

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26 Edinburgh > One of the most visited cities in the United Kingdom, Scotland’s capital Edinburgh is also a dynamic place with many venues that will suit any budget , as our Associate Editor Jyl Ashton Cunningham tells us.

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C HAT WITH A CONC I E RG E

This month’s Chat with a Concierge is with Dillon Carfoot, a Concierge Fairmont Gold and Member of Les Clefs d'Or Canada.

He works at the The Fairmont Empress in Victoria, BC.

3. What nightlife do you recommend in your city? We have some wonderful brew pubs which offer live music most nights, notably “Spinnakers Brew Pub” which is Canada’s oldest in-house brew pub, opened in 1984.

1. What unique services can you provide planners? We offer a full Concierge service with secretarial duties. We have the facilities to host our planners in our exclusive Lounge overlooking Victoria's inner harbour.

This includes complimentary nonalcoholic beverages and honour bar, evening appetizers and deluxe breakfast. The lounge is equipped for Wi-Fi.

4. What interesting, off-beat or unique places do you recommend to planners? The neighbourhood of Oak Bay is unique and interesting, with boutiques, galleries and coffee shops. Also the Saanich Peninsula is coming into it's own with many wineries and organic markets.

2. What restaurants do you recommend in your city for groups? Within the hotel is Victoria’s best fine dining experience “The Empress Room.” For the finest in West Coast seafood, Pescatores on Humboldt Street. For smaller groups, Restaurant Matisse is a stand-out French restaurant.

Feb. ’08

buildings all the way to Fisherman's Wharf and then back via the funky region of Cook Street Village 7. How much does/should a cab ride cost from the airport to the downtown core? Around $45.

5. What are your not-to-be-missed places or things to see? In Victoria you must go for Afternoon Tea at the Fairmont Empress, an afternoon at the Royal BC Museum and please don't forget the World famous Butchart Gardens.

6. What are the best jogging/ walking circuits you recommend?

The seawall from the Parliament

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Easy steps that lead to productive meetings

BY STACEY HANKE

o you ever feel like you meet to figure out why you met?

One of my clients asked me to coach him on the how-to’s of improving his interpersonal skills.

To observe how he interacted with his team, he invited me to one of their team meetings. I agreed to attend if he would promise that the meeting would last no longer than one hour. He agreed. As I was sitting in the meeting watching the clock move from one hour to two hours to finally two hours and 45 minutes, I knew exactly what challenges my client was facing. As we walked back to his office I turned to him and asked, “How do you feel about the results of the meeting?” He responded, “Oh, we will meet again on those topics.” After I asked why, he said, “Because we did not identify action steps for the items we discussed and we talked in circles.” Does this sound familiar? If you do not know where you are going, how are you going to get there?

Most of us spend more than 50 percent of our day in meetings. I have read numerous statistics. One article stated that executives average 23 hours per week in meetings.

Another stated 18 and yet another stated 26. Whatever the number is, I suspect meetings are a significant portion of your life. These articles also emphasize that a sizable portion of the time spent in meetings is unproductive.

With some adjustments to how you run meetings, you will see significant improvements, from group member involvement to meeting results. First identify a facilitator with a clear understanding of their role to ensure the success of the meeting. The facilitator’s function is to: • Guide the group.

• Encourage discussion.

• Define the agenda.

• Ensure the agenda is followed and discussed in a productive manner while providing clarification.

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In addition, the facilitator is responsible for: • Determining the meeting objective. This is the most important part of the meeting. Everything presented and discussed during the meeting needs to have the objective in mind.

• Preparing an agenda.

• Distributing the agenda at least 24 hours prior to the scheduled meeting time.

• Scheduling a start time and an end time. This communicates to group members how much time they are expected to commit.

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• Scheduling a meeting room.

• Creating visuals and/or handouts that support the information being discussed.

• Arriving at the meeting early to test the technology being used (PowerPoint, video conferencing, phone systems, etc.) before group members arrive.

• Ending the meeting on time. This is a sign of professionalism and shows respect for group members’ time.

• Guiding group discussion and keeping the discussion on track by sticking to the agenda.

• Creating a supportive environment to help draw information from group members and to generate new ideas.

• Encouraging constructive discussion between group members, which is crucial for the group’s progress.

• Helping to form a cohesive and interactive team.

• Debriefing the meeting to analyze: what went well, what the facilitator wants to change for future meetings, and what lessons the facilitator and other group members learned to apply at future meetings.

A productive meeting will occur when all group members are involved. If you are always leading and facilitating the meeting it may be time to mix it up.

• Rotate the role of the facilitator among group members. Instead of you taking on the role of a facilitator for every meeting, assign this responsibility to others.

• Identify a note taker. This will give the facilitator the opportunity to focus on their role and not get distracted by taking notes.

• Rotate the role of the note taker.

• Ask every group member to include a topic of discussion for the agenda. The topic of discussion cannot be identical to the topic they shared at the previous meeting. This raises the expectations for group members, requiring them to come prepared and to get involved.

• Provide a summary. At the end of the meeting review the decisions that were made and the agreed-upon action steps. As a result, everyone will be clear on the next steps.

• The note taker needs to follow up with group members within 24 hours with a summary identifying action items and due dates.

Take this challenge: Apply at least three of these recommendations as you prepare for and/or facilitate your next meeting. Take note of the results you and group members receive. You may be surprised at how many action steps are completed and how the dynamic of the group improves.

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.

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Addressing the Carnet problem

Industry News

A planner will be missed The Planner staff were sad to hear of the untimely death of Amanda Joiner, CMP, CMM in January. Amanda was taken ill during a diving holiday and died soon afterwards.

Amanda contributed a great deal to the meetings industry, as a planner, educator, mentor, public speaker, committee member and writer. She will be greatly missed by her family, friends and colleagues, to whom The Planner extends sincere sympathies.

Canada getting the boots Down Under “Smart Traveller,” a website run by Australia’s Department of Foreign Affairs and Trade, warns Australians to brace for terrorism, natural disasters and severe weather in Canada.

They list earthquakes, avalanches, tornadoes, snowstorms and forest fires as possible safety risks.

The advisory names Alberta and British Columbia as places that are subject to avalanches and earthquakes that can occur at any time. Australian Leigh Barnier, 21, was killed by an avalanche at Big White near Kelowna, B.C. on Jan. 6.

The advisory also lists the possibility of a terrorist attack in Canada.

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The Canadian Chamber of Commerce (CCC) has an opportunity to make a presentation at the international level with regard to problems encountered with the use of ATA Carnets (in general, but particularly when travelling to the United Sates).

This may be a one-time opportunity for the CCC to enlighten U.S. officials (& those of other countries) about the differences encountered with Carnet use. Throughout the years many problems were brought to our attention.

To name a few: the lack of knowledge about the Carnet process, the inability to access an officer for the proper validation of carnets at exit points, the regularization fees charged if unable to obtain the proper validation upon re-exportation through no fault of the Carnet holder, and the list goes on.

We would like to hear from all users to ensure that we have a clear understanding of the difficulties still being encountered. Please send us a brief account of your experience with Carnet use (the issues and their frequency) for travel to the United States and other countries.

No company nor personal names will be released.

This is an opportunity for you to voice your concerns with the process in the hope that it can be improved for your benefit.

Please take a few minutes to email your input to: carnet@chamber.ca prior to Feb. 28, 2008.

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Planning an event in a museum

BY JYL ASHTON CUNNINGHAM, CMP

sing a museum or an art gallery as an event space is not a new phenomenon. Arts balls, fundraisers and exhibit openings are as much a part of a museum building’s function as the displays and educational programs themselves.

This article is intended to demonstrate how these previously hallowed spaces (notice how everyone whispers when moving around an art gallery?), have come into their own, as the need for original venues continues to grow.

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WHY HOLD AN EVENT IN A MUSEUM? Several factors have made museum buildings more event-friendly over the past decade. The no-smoking indoors law which is now enforced across Canada has made a huge difference, as has the growing need for higher museum self-funding to support major travelling exhibits and prohibitive costs incurred to maintain artifact-friendly environments. Perhaps most importantly, however, is that through corporate and private events, art and design can reach those who might otherwise not find the time to visit an exhibition, and that in some instances people can even learn to play again. Science museums across the globe are increasingly attracting adults to check out experiments and fact-finding missions, with a glass of wine and canapé in hand, after all the little visitors have left for the day.

Using a museum as an event space certainly adds an element of sophistication and glamour to any event.

However, it’s not all about making a good impression on the guests. Planners should encourage their clients to use museums, concert halls and galleries, as it is enormously important to support culture in urban regions, in order to sustain interest in both historical and contemporary art and music. The Design Exchange in Toronto is just one example of a charitable organization with a mandate to offer education and exhibitions in design to all ages, including excellent summer programs for younger participants. By renting any of the DX’s beautiful event spaces, clients are actually helping to keep their important programs going, as well as contributing towards scholarships, exhibits and lectures.

On the Web: www.dx.org The Stewart Museum at the Old Fort on Ile Ste Hélène, Montreal is another example of how funding raised partly from events is used to the advantage of youth.

Special programs operating during the summer, enable 8

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students to re-enact military life of New France, with two reconstituted regiments of the 18th Century, La Compagnie franche de la Marine and The Olde 78th Fraser Highlanders. The demonstrations are both professional and entertaining and can be incorporated into events as required. While the interior of the museum is not suitable for large group functions, the huge courtyard can accommodate a marquee big enough for a dinner dance of over 300 people (at an additional cost of course), with beautiful views of downtown Montreal and the St. Lawrence River. A perfect time for an event at the Museum is during the International Fireworks Exhibition in June, when guests have a private viewing of some of the most spectacular pyrotechnic displays in the world.

On the Web: www.stewart-museum.org Canada’s Immigration Museum, Pier 21 in Halifax, is a beautiful and very poignant venue, with excellent event space encompassing the history of the thousands of immigrants who arrived in Halifax by ship from overseas. Guests can mingle among the displays and from personal experience it is surprising how many of them are genuinely interested in our heritage. A great icebreaker when bringing delegates from across Canada or overseas.

On the Web: www.pier21.ca Canada-wide, there is an incredible and diverse selection of cultural spaces available to rent, both indoors and out, depending on the time of year. Events can encompass the complete museum experience, or simply allow the guests to enjoy the grandeur or eclecticism of a venue. While the advantages of using these spaces are enormous, it is important to do careful research and prepare a concise budget beforehand, as there can be several additional costs and restrictions that may not apply when using hotel or banquet venues.

Rentals and Catering. It is almost inevitable that everything has to be rented for a museum event, with tables, chairs, linens and tableware sometimes costing as much per head as the meal itself. Catering is usually done by an in-house restaurant or available from a list of preferred local companies. There is often a “Landmark” Fee payable to the venue of about 15% when outside caterers are used, potentially adding a hefty 43% to the cost of the meal, including taxes, gratuity and Landmark Fee (which ostensibly is used towards the upkeep of the landmark building).

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Your budget will be about $300 per person Catering may further be restricted to no open flames or even stove-top cooking on site in some cases.

Audio Visual, Staging, Lighting and Décor. Whilst in theory a museum is a beautiful place needing no lighting or décor accents, reality is that in-house lighting is focused on the exhibits, not on the CEO who is making the welcome address, so additional spot lighting may be required. As displays tend to be encased in glass boxes, florals and soft furnishings are a definite asset to the space. Audio visual equipment may have to be carefully positioned between showcases and pillars and extra power will likely have to be brought in. All of these requirements can command a hefty price tag.

Concert halls and cultural centres have the advantage here of being fully equipped for light and sound, and for a nominal fee, groups can use the in-house services.

Venue Rental and Security. The cost of renting a museum or art gallery is typically in the $1,500 to $6,000 range, depending on the amount of space and length of time required. On top of that a security and staffing fee will usually be added, as will the cost of any special occasion permits required for alcohol and entertainment. Should the client require any exhibits to be open, there will generally be a fee for docents (guides) and/or headset rental, as well as further security for any areas not encompassed by the event.

Taking all of the above into account, it would not be unreasonable to budget $250 to $300 per person for a museum hosted gala evening.

Set Up. The set up is probably one of the biggest challenges when using a museum, especially if the event is in the middle of the exhibit space, which is open to the public until the early evening.

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If at all possible, try to have all audio visual set up done the evening of the day before the event, especially if there is rigging to be installed. Depending on the venue, it is sometimes possible to have areas draped off around the room perimeters, where exhibits may not be as prominent. At least one site meeting with all the suppliers and venue representative present will greatly benefit everyone. Have the set up times clearly included in the contract and make sure all suppliers are fully aware of any changes or restrictions.

CONCLUSION Holding a successful event in a museum doesn’t have to break the bank. For a low budget scenario, keep everything as simple as possible. Let the fabulous venue and exhibit speak for itself, using the minimum of accent décor, with colours having maximum impact and objects being easily placed. Have a basic stage and microphone for speeches and provide strolling, interactive entertainment. Offer food stations around the venue with casual seating and cruiser tables, a set up which encourages guests to network and enjoy the environment.

For longer events, ask the venue to provide scavenger-hunt questions, to be answered after an exhibit tour – it’s a tried and true favourite that just doesn’t get old. Above all, remember that there are hundreds of beautiful museums across the country, of all shapes, sizes and genres, who would love to host more corporate events and who will generally negotiate on fees and services. You won’t be disappointed.

For more information, visit the Canadian Museums Association website at: www.museums.ca.

Jyl Ashton Cunningham, CMP is an independent meeting and special event planner based in Oakville, Ontario, and Associate Editor of The Planner, Ontario. Jyl welcomes your comments and can be reached at jashton@theplanner.ca or info@jaacevents.com.

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A/V

EXPERT

In this series of articles, InfoComm AV instructor Philippe Kwon (Inland AV; Winnipeg) addresses audio visual questions sent in by event planners. To submit a question on a particular issue, email Philippe at info@theplanner.ca.

LIGHTING CONSIDERATIONS: Laura Mikuska from Mikuska Event Planning & Management in Winnipeg recently sent in this email: “From a planner's point of view, I'm always fascinated by what is possible in the world of lighting. I don't think most people consider lighting as an integral part of the event or how it can set the mood/tone of the event. What are the common types of lighting used by meeting planners?

There are a number of different lighting instruments available to achieve a variety of results. The two basic reasons to look at lighting for your event are: podium/stage lighting and room mood lighting.

Typically, the purpose of basic presentation lighting is to illuminate the presenter so the audience can see them. Built-in room lighting is usually adequate in simple presentation scenarios. However, when we involve projection devices, such as multimedia projectors, the ambient room lighting can reflect off the screen; washing out the projected image.

To optimize the image projected on the screen, we need to reduce the ambient light by dimming or turning off the room lights; especially near the projection screen. The disadvantage of reducing the room lighting is that the presenter is often not well illuminated and hard to see.

CROSS KEY LIGHTING Lighting a presenter at a podium is often done by means of a pair of leko light fixtures. Lekos generally provide a narrow, focusable beam. The focus on a leko determines the size of the area that will be lit. This is especially useful for lighting a single presenter standing immediately beside a screen. When lighting a presenter, one light should be placed 45 degrees to the left of the presenter and another 45 degrees to the right. This is often referred to as “cross-key” lighting and ensures that both sides of the presenter’s face are illuminated.

The lights should be mounted fairly high up so as not to shine directly in the presenter’s eyes.

If the presenter is moving around on a stage or area at the front of the room, a fresnel light fixture is preferable.

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Lighting fixtures such as the fresnel and par can provide a wider beam of light; thus lighting up a larger area. The fresnel typically has a round beam pattern whereas the par can’s beam is oval.

The addition of coloured light to the production of an event, such as a gala dinner or awards evening, can really set a mood and create atmosphere for a nominal cost. Lighting to set the mood for an event includes the entire room; not just the stage area. A common application of this is the use of floor-mounted par cans with coloured gels to create columns of light on walls, drape or areas of the ceiling.

A variety of filters (also called gels) can be mounted at the front of the fixture to provide diffusion of light (reduce the glare of the light) or to add colour to the beam. A steel or glass disc with a design cut or printed in it, is referred to as a gobo. This facilitates the projection of a logo or pattern onto a surface such as drape, wall, floor or hockey rink ice.

LEDS ARE FAIRLY RECENT Other more sophisticated tools available for lighting effect include moving lights and LED lighting. A moving light is a remotely controlled light fixture, allowing the user to move the light beam around the room; providing a dramatic “hollywood” effect. Typically, the colour of the beam and a number of gobos can be selected at will.

LED lighting is a fairly recent emerging technology that allows for colour changes and employs less energy than a traditional fixture. LED’s do emit considerably less heat than traditional fixtures (you can touch them without burning yourself) but they are generally not as bright. Another advantage of these lights is that they are more compact than traditional lighting.

LED’s are perfect for illuminating stage sets or as wall effects. Lighting designer Scott Phillips from SPLD in Las Vegas uses LED’s mostly for front set lighting and behind coroplast and opaque plastics.

Recent concert tours have started to incorporate LED lighting with conventional and moving light technologies. Evidence of LED lighting is also increasing everywhere in the realm of architectural lighting and digital signage.

A basic understanding of lighting instruments and what they are used for will help you deliver a comprehensive and effective event experience.

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Whiskey tasting: The perfect way to bring Scotland to Canada

BY JYL ASHTON CUNNINGHAM, CMP

n support of the article on Edinburgh, whisky tasting is a wonderful experience for an incentive group. However such a treat doesn’t have to be reserved for a visit to Scotland. With single malt whisky imports and popularity having soared over the past decade, it is very easy to duplicate a respectable tasting event just about anywhere.

The first thing to do, unless you profess to be a true single malt whisky expert, is to hire a connoisseur, who will be able to guide you through the four distinct regions: Highland, Lowland, Speyside (which are sometimes sub-categorized with the Highland Region depending on who you talk to) and Island (some northern isles are also sometimes referred to as Highland).

Popular tastings include an example from at least three regions, as the tastes are quite distinct.

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THE HIGHLANDS The Highland region encompasses most of upper mainland Scotland, with distilleries that include Dalwhinnie and Highland Park. Probably the largest group of characteristics are found in this region, with flowery, fruity, dry, smoky and sweet variations depending on whether they are inland or coastal.

THE LOWLANDS The Lowlands have the least number of distilleries of all the regions, with two of their single malts being readily available in Canada.

Auchentoshan and Glenkinchie each produce gentle, malty whiskies, with undertones of fresh fields, making them very easy to drink neat.

SPEYSIDE Speyside is home to about half of Scotland's malt whisky distilleries, making its small region a popular destination for whisky tasting tours. Brands include Cragganmore, Macallan and Balvenie, all readily available here. The region produces subtle, sweet, malty and particularly fruity, single malt whiskies.

ISLANDS The Island distilleries can be found up the west coast 12

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of Scotland from the southernmost Isle of Arran, stretching up to the Orkneys. The Island malt whiskies are generally more robust and distinctive, ranging from coastal aromas to heady peaty ones. Arran distilleries in Lochranza produce a wonderful single malt as well as a delightful blended scotch, not readily available throughout Canada.

Marc Laverdière, The Macallan Brand Ambassador for Canada, recently conducted a tasting session for one of our events, and it was a delightful experience. Marc does corporate and special events, in English or French, providing everything needed for a tasting session just like those in Scotland. Email Marc at: maltwhiskyambassador@maxxium.com (mention you got his name from The Planner). Provincial liquor boards also have experts who will offer advice and in some cases provide an expert to conduct tastings.

HOW TO TASTE SINGLE MALTS Although we generally use the term whisky tasting, the primary sensation comes from whisky nosing, due to our sense of smell being eight times more acute than that of taste. Only after the Olfactory Epithelium (the direct link in our heads between the nose and the brain) has kicked in, does the tongue get to register the beauty of single malt. Even then the nose still determines what reaction will be derived from the taste buds. Some whiskies are so strong that your nose can suffer if you sniff too hard, so take it gently. The best type of glass to use for whisky tasting is a tulip shape (a small white wine glass would be acceptable if you can’t get the real thing) rather than an old-fashioned tumbler, as it allows the aromas to circle and develop under the rim.

It is not uncommon for people to experience quite different flavours when tasting whisky, especially if the aroma is appealing to them or not. People who don’t like peaty whiskies for example, are more likely to relate to other strong smells they don’t like. Those who love flowers or spices might look for similarities to whatever they are familiar with, which all makes for interesting conversation.

Without going into too much detail and leaving something for the whisky expert to elaborate on, the burning question always seems to be, “How should single malt whisky be drunk?”. The aficionados all agree – only neat or with water, preferably from the same region as the whisky, which is not very practical for

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The Scots and whiskey lovers around the world are served by approximately 125 distilleries like Glengoyne pictured above. anywhere other than Scotland. Try the whisky neat at first, then repeat the nosing and tasting process by adding the purest water available (still, not sparkling and absolutely no ice!). Use a very small amount of water at first, then add more and taste, until a personal preference is achieved - usually not more than equal parts, but there’s no hard and fast rule.

THE REAL THING For incentive groups visiting Scotland, a whisky tasting experience is essential and there are countless beautiful distilleries from which to choose, within easy driving distance from every major city. A recent personal experience was at Glengoyne, near Glasgow, where we took a Master Blender Session. It was a delight from beginning to end, with several shots of single malt on a cold day really warming the cockles of the heart.

The best part was actually producing a personal blend using different percentages of regional single malts.

The blend was then bottled and a record kept of the recipe by the distillery. A visit to the distillery’s bonded warehouses is included, as well as a tour of the beautiful event space. This tour was mid to high-end cost, Feb. ’08

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and well worth the trip. Event spaces are available, as well as excellent catering.

ENHANCE THE TASTING EXPERIENCE A whisky tasting is the ideal pre-trip “teaser” for an incentive trip to Scotland, as well as being an original variation on wine tasting events. There is more to their success than just having a good selection of single malts to sample, creating the right atmosphere for a whisky tasting is equally important. Beautiful tartan tablecloths, Scottish inspired florals and cuisine, pierced silver trays and candelabra, and of course a piper or even an entire pipe band, all contribute to the ambiance and overall experience. For advice on how to achieve the perfect Scottish event anywhere in Canada, contact the writer at info@jaacevents.com.

Have a wonderful time, drink responsibly and “Slainte mhath!” (Good Health in Gaelic).

••• Jyl Ashton Cunningham, CMP is an independent meeting and special event planner based in Oakville, Ontario, and Associate Editor of The Planner, Ontario. Jyl welcomes your comments and can be reached at jashton@theplanner.ca or info@jaacevents.com.

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Why show leads are mishandled and how to implement a follow-up strategy

BY BARRY SISKIND he number of leads that are obtained at a trade show that are mishandled is astounding. Whether you are exhibiting to increase business or have a communication need such as brand reinforcement, the contacts you make at trade shows are of value and that value decreases each day they go unanswered.

Perhaps understanding the reasons why this happens will give you a heads-up and ensure that the proper preparation is done ahead of time.

1. Lack of planning. Being away at a show for an extended period means that your work at the office is piling up. As good as your intentions are, often the work on your desk gets priority over the show contacts that are fresh and approachable.

2. Conflicting roles. If the sales and marketing departments have a different focus and have not discussed their goals, the show leads may end up with the wrong group where follow-up is put on the back burner.

3. Logistics versus Strategy. All too often, the focus of the exhibit program is on logistics: Taking care of the electrician, the shipper, travel arrangements and so on and spending time thinking about your reason for exhibiting and how to convert your objectives into real business opportunities often falls by the wayside .

4. Poor lead collection. A fist-filled with business cards are not leads. They are a waste of everyone’s time.

Good quality leads require the collection of the pertinent facts about the contact and an acknowledgement from the contact that they would welcome a follow-up.

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5. Time management. Show visitors leave excited about having found new business solutions. If you leave your first contact for weeks after the show, that initial excitement will have cooled off and the chances of doing real business is lessened.

6. Using the wrong resources. Sales people are not necessarily the right people to do follow-up. Consider using dedicated marketers to turn the contacts from warm to hot before they are turned over to the sales force to close.

7. Too many shows. When you go to a restaurant you should eat until you are full then push away from the table to give yourself a chance to digest. The same holds true of exhibit marketing. An overly aggressive show schedule can bloat your resources without the proper time to ingest and digest the new business opportunities.

8. Good intentions. The world is filled with good intentions but it takes more than that to build a business.

Follow-up requires planning, resources and systems in place to ensure that the job gets done in a timely manner.

Do any of these ring true for you? If you want to know what the real return is on your exhibit investment, start with a sound follow-up strategy, which includes the right resources, the right people and the right systems. Dedicate one person to oversee the whole process and ensure that everything is done as it should be.

It doesn’t take much to win at the exhibit marketing game. A little thought and the avoidance of some of the common pitfalls can mean the difference between lackluster results and those that are spectacular.

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Feb. ’08

Sudoku Sponsored by the GOUVERNEUR HÔTELS

Fill each square with a number from 1 to 9 so that every number appears only once in each row, column and cell.

Have fun!

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

LEVEL: EASY LEVEL: INTERMEDIATE

Feb. ’08

Solution, page 25 Solution, page 25

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Finding a restaurant for groups in Halifax and Montreal Ed. Note: The following are some great choices for restaurants for groups in Halifax and Montreal and area. The Halifax entries were kindly provided by Lynn Buckley of Agenda Managers Inc. and the Quebec eateries were compiled by our Associate Editor Nathalie Caron.

In Halifax Baan Thai www.baanthai.ca Devoted exclusively to Thai food, Baan Thai puts an emphasis on quality and freshness, and the allThai staff strives to provide an authentic taste of Thailand.

Bish www.bish.ca Bish offers world-class, innovative, cuisine, with contemporary international influences on the Halifax waterfront.

Chives Canadian Bistro www.chives.ca Chefs Craig Flinn and Darren Lewis create dishes inspired by local ingredients, classical, Nova Scotian and European cooking traditions. Each season brings a new menu with unique daily specials.

Cut Urban Grill and Contemporary Steakhouse www.rcr.ca/cut_welcome.html CUT’s main floor Grill offers guests a unique and ‘hip’ atmosphere with an open kitchen, which invites lunch and dinner guests to watch the chefs in action. The second floor Steakhouse offers a rich and textured décor and serves only the finest beef.

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Fid www.fidcuisine.ca A carefully orchestrated celebration of locally grown food. Chef Dennis Johnston showcases the freshest ingredients with his evolving menu of Franco-Asian cuisine.

Morris East www.morriseast.com Morris East is an intimate new restaurant specializing in pizza, prepared in an Italian wood-burning pizza oven imported directly from the old country.

Mosaic Social Dining www.mosaicsocialdining.com Mosaic Social Dining reinterprets the centuries old global tradition of social dining, offering a modern twist to those who hunger for diversity. Located in downtown Halifax, Mosaic combines food, wine & drink in a flirtatious decor.

Opa Taverna www.opataverna.com Opa Tavern is considered a lively Greek diner with lovely Greek instrumental music. Located in the heart of downtown Halifax, the restaurant offers Innovative Hellenic cuisine specializing in fresh lamb and seafood.

Saege www.saege.ca Enjoy seasonal flavours from the eclectic and modern menu. This upscale neighbourhood bistro boasts stone fireplaces, a solarium, comforting colours and trickling waterfall.

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NOTES FROM LYNN BUCKLEY: Any of these folks would be happy to close for private dinners... we have even gotten creative and done a Greek breakfast at Opa, when they would otherwise not be open.

Capacity ranges from a low of 8 - 10 to close (if a client is willing to spend $$$ per person) to a full size close at a reasonable price of as low as $20 to as high as $45. Cut is the newest entry to the restaurant landscape here, just opening before Christmas... it is getting rave reviews.

Québec City Le Cochon Dingue www.cochondingue.com Le Cochon Dingue has a fourth restaurant since the beginning of the winter, this time on Lebourgneuf facing the Galeries de la Capitale in Québec City. It is the largest Cochon Dingue, and it can accommodate 220 people in the dining room and 125 more on the terrace during the warm weather. You can have breakfast or brunch as well as lunch or supper, discover their bistro-style cuisine.

Montreal’s South Shore Aurochs www.laurochs.com Aurochs opened its doors at QuartierDIX30 last June. Their specialty is certified Angus Beef. Many corporate clients regularly reserve one of their two rooms for 10 to 20 people and it is possible to reserve the entire restaurant for a group of 140 people.

Feb. ’08

Palates will be satisfied with this list Montreal’s North Shore L’Aromate www.laromate.com L’Aromate, owned by Jean-François Plante, now has a second restaurant at Centropolis in Laval. If you are a fan of aromatic, bistro-style food this is the place for you. Their mezzanine can welcome up to 52 people and the restaurant also has a boutique where you can purchase oils, vinegars and condiments so you can bring l’Aromate home with you. These products also make ideal corporate gifts.

Montreal Delmo www.delmo.ca Delmo has been reborn thanks to the Holder Brothers. The space has been renovated and expanded but one of the bars was preserved. The back dining room is set with booths and mirrors and there is a staircase leading to a dining room on the second floor that can hold 60 people in this space that hasn’t been used since the 1950s. They serve mediterranean cuisine, with specialties like steak tartar and seafood.

Duel www.restaurantduel.com Duel is located in the former Area Restaurant and prepare yourself for a culinary experience starring two dueling chefs: Laurent Godbout and David Biron. This restaurant reflects the two personalities in this open-concept kitchen, with a yellow line separating the room with individual tables on one side and one large group table on the other. A private room below can hold a dozen guests and the main room can take a group of 40 seated diners or 60 cocktail style.

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The concept is different on the first Tuesday of each month when each chef prepares an entrée or a plate for each of the chosen ingredients and the guests vote for the best creation of each service. The menu for the rest of the month is based on ten duel ingredients. If you reserve for a group, you can request the Chefs Duel option to see Laurent and David at work.

Le Méchant Bœuf www.mechantboeuf.com Le Méchant Bœuf is located in Old Montreal in the Hotel Nelligan.

In a Spanish-inspired, red-coloured room, the chef offers pub food and a “raw bar.” It is open only at night, but it is an interesting place during the day for meetings because it is next to the hotel ballroom and can be used as a workshop. It can seat 120 guests, but it can hold many more for special events and cocktails.

guests may come and go. It is open in the morning for breakfast and then until the end of the evening.

Outside Montreal La Suite www.restaurantlasuite.com La Suite has been reinvented by Éric Bérubé and Francis Delage.

This restaurant, formerly La Falaise St-Michel which was an institution in the city of Sherbrooke in the Eastern Townships, has been completely changed with a new décor.

The menu features fusion-style cuisine.

The space can welcome a group of 80 people and the terrace on the rooftop can hold another 45 people.

Worth taking a look at.

Next month: A look at restaurants in Toronto and Western Canada.

Le Pavillon (514) 644-0051 Le Pavillon is located on Mount Royal facing Beaver Lake. The twostory building has many windows allowing guests to take in the superb natural surroundings in the heart of Montreal. With all these windows it is not ideal for audiovisual presentations during the day. The cafeteria on the main floor can also be reconfigured for groups.

Le Pois Penché www.lepoispenche.com Le Pois Penché is one of the little gems of 2007, and this Parisian-style brasserie with décor from the 1920s has a lower-floor dining room that works well for groups that don’t necessarily want to mix with other restaurant diners. However, this room is not closed off, so other THE

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Motivational speakers and Maslow’s needs

BY THERESA BEENKEN tudy after study has shown that surprisingly, money or compensation is not usually the primary motivator for employees to succeed and be happy at work. It became obvious to me as I listened at a recent training session and experienced this ‘aha!’ moment.

Salary satisfies and addresses basic human needs like the ability to buy the essentials of life: food, shelter, transportation, and clothing. This isn’t to say that money isn’t important. Of course it is. Money or compensation impacts one’s ‘satisfaction’ with work; however it doesn’t rank high as a ‘motivator’ once these basic needs are met.

This understanding ties in to the recent resurgence of businesses reviewing Maslow’s classic hierarchy of needs. Abraham Maslow, (a.k.a. Maslov, the father of modern management) formulated a needs-based framework of human motivation. From this theory of motivation, today’s leaders and managers can find means of employee motivation to strive for higher goals.

Applying Maslow’s theory as an employee pyramid, once an employee’s physiological and safety needs at the core of the pyramid are met, like job security, lunch breaks and sufficient wages for the essentials of life, then, other factors serve to motivate.

It’s in the following stages of the employee motivation pyramid where inspirational and motivational speakers can take individuals and audience members to that next level.

Employees and employers are able to focus on their higher needs and ways to contribute, through realizing: • social needs (interaction and contribution) • esteem needs (recognition and appreciation) • self-actualization needs (meaning and wisdom)

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These all bring depth and loyalty to the individuals in your organization.

Like any professional service you might engage— whether it’s public relations, legal counsel or a speakers’ bureau—a guest speaker should be viewed as an investment that adds value and return on investment (ROI).

Motivational and inspirational speakers can partner with you to help employees reach the higher levels of motivation at work in the following ways: Social Needs: Rally the team Advancing your mission is only as successful as an organization’s efforts to rally and engage staff. Guest expert speakers or motivators can present ideas in ways that are inspiring and educational, mobilizing staff to 22

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champion a company’s mission. SuperPages had this in mind in bringing in Olympian Mark Tewksbury with the resulting review: “You are amazing! We provided information about our company and the President’s speech and you incorporated that beautifully, it tied in wonderfully with our overall presentation.”

Esteem Needs: Recognition, incentive and a celebrity experience Actors, broadcasters, high-profile politicians and other celebrity personalities are major draws for people to learn from and be motivated to succeed in your organization. Often the ‘champion’ employees are encouraged to attend incentive events and be recognized as a top performer in event award ceremonies.

Here are some comments about Lt. General Roméo Dallaire’s presentation booked by the Canadian Pharmacists Association: “Gen. Dallaire was an inspiring and excellent keynote speaker. The plenary session was packed to the rafters and his presentation brought a room of 600 people to absolute stillness. He is a consummate presenter and our delegates left the session awed and invigorated.”

Self Actualization Needs: Knowing who you are At their best, motivational speakers shine a light inside each audience member to show who they are and the possibilities of what they can be. Mike Lipkin, the president of Campbell Company of Canada, garnered the following response: “… many people are talking about your presentation and many have commented on how it’s changed their view. Great job for sure in tying in who you are with what you feel is necessary to go to the next level.”

A great inspirational speaker has the ability to tap into and speak to unmet wants and needs, leaving audiences motivated and informed in ways that differ from the everyday work experience. Audience members’ approach to their organization and to their personal life is often improved, resulting in small to massive changes to daily activities, mindsets and strategic vision.

On the Web: www.nsb.com

Theresa Beenken is the Vice President of the National Speakers Bureau, Canada’s original and most experienced speakers’ bureau celebrating 35 years of business in 2008. Theresa is an active board member of the International Association of Speakers Bureaus (IASB) and an active member of MPI, CSAE and PCMA. She can be reached at theresabeenken@nsb.com or speakers@nsb.com

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>

Life’s a beach in Miami

F.Y.I.

Speaking of green... rewards A new retail program is in the works that will let consumers redeem points on environmentally-friendly merchandise and compete with incumbents Aeroplan and Air Miles.

The program, called Green Rewards, is in talks with about five dozen Canadian consumer organizations to try to get them to offer the points with the sale of their products or services.

The idea is to tap into Canadians’ desire to be part of the solution to global warming, but in a painless way that meshes with their spending patterns, says Andrew Souvaliotis, chief executive officer of Green Rewards Inc. Like Aeroplan and Air Miles, Green Rewards will be a coalition program, where a number of retailers and product brands in a variety of business categories give out points when purchases are made.

The difference will be that consumers will be able to redeem the points on a variety of “green” products and services. For example, the points will be redeemable on green transport products such as hybrid cars, bicycles, carsharing memberships or public transit passes. Or they could be used for home improvement products such as home insulation or smart thermostats, or even solar-heating equipment. Other redemption categories will allow members to exchange points to pay for power from clean energy suppliers, or on carbon offsets.

But forget about that trip to Hawaii— unlike the other two major loyalty programs, the one thing people will not be able to spend their Green Rewards points on airline flights, which are heavy contributors to greenhouse gases.

A key to the program’s success will be its links with a major bank, so that purchases on a Green Rewards credit card will garner points for the card holder. Mr. Souvaliotis said he has a deal in the works with one of Canada's major financial institutions, but because of a confidentiality agreement it cannot yet be named.

He said the points will be issued and redeemed entirely electronically, so there will be no paper or plastic generated by the program.

Mr. Souvaliotis said he hopes to have the product and service providers who will give out the points signed up

by Oct. 31, and the overall program up and running by early in 2008.

Byron Berry, an analyst at Dundee Securities Corp., who follows Aeroplan, said getting a foothold in the reward points business can be tough unless the new player is willing to spend considerable resources on building public awareness.

“While not impossible, there are significant barriers to entry."

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Pretty soon, you might be wiggling your toes in sand from the Bahamas even though you’re on Miami Beach. Incessant wind and water erosion is robbing the world-famous beach of its fine, bone-white sand. Miami-Dade County is asking Congress to appropriate funds in the next federal budget to help buy foreign sand and pay half of the initial $120-million cost of refilling Miami Beach. Mexico, Panama, Turks and Caicos Islands and the Dominican Republic could also be sources for the needed sand, according to Brian Flynn, who heads the beach restoration project for Miami-Dade County’s Department of Environmental Resources Management.

Green thought of the month

HMV is one of the best-known and respected music and video retail brands around the globe.

They are now using plastic bags from EPI that once discarded in landfill sites, according to the label printed on the bag, “...the exposure to sunlight, oxygen and heat will convert the plastic bag into water, carbon dioxide, mineral salt and biomass. Like a fallen leaf it will disappear over time and leave no harmful residue in the soil.” What a great concept!

On the Web: www.hmv.ca www.epi-global.com

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Hotel News The Hard Days Night Hotel in Liverpool has 110 rooms for fans of the Fab Four and is located close to the famous Cavern Club.

Day trippers are not excluded from the Beatles experience, as the two restaurants will be open to non-residents.

But you'd better be a fan of Beatles music as both The Brasserie and Blakes restaurants will play nothing other than Beatles hits every evening.

The hotel opening on Friday February 1 coincided with Liverpool being the 2008 European Capital of Culture.

LET IT BE THE HARD DAYS NIGHT HOTEL Well, you may never sleep with the Beatles but at least you can stay in a hotel inspired by one of their songs.

Looking for some rest after a hard day's night? Fans of the Fab Four can now book in to the newly opened Beatles Hotel in Liverpool.

The Hard Days Night Hotel has 110 rooms set in the heart of the ‘Beatles Quarter’ in the city of their birth. It’s situated a stone’s throw from the Cavern Club, where it all began for the Fab Four.

The four star boutique establishment has two luxury “Lennon” and “McCartney” suites. The Lennon room is all in white, featuring a white baby grand piano and giant pictures of John Lennon. The McCartney suite contains no leather in recognition of Macca’s celebrity vegetarian status and has a suit of armour on display, a nod to Sir Paul’s knighthood.

If you want to ask your partner to “Love Me Do,” you can even get married in the hotel's wedding chapel.

The Grade II listed building features specially commissioned artwork from American airbrush artist, Shannon, in every room. The pictures depict the story of the Beatles from the basement through to the roof in chronological order.

A room costs anywhere between 170 pounds a night to a massive 650 pounds for either of the Lennon and McCartney suites. On its debut weekend the Hard Days Night Hotel was fully booked.

“The phones haven't stopped ringing. Interest has come as far afield as Croatia, Russia, Japan, obviously America and there's been huge interest from Brazil even,” hotel spokesman Johnny Lockwood said.

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ONE MORE BOUTIQUE HOTEL...

Boutique hotel developer Ian Schrager and J.W. Marriott Jr., CEO of Marriott International, have partnered to develop a new lifestyle boutique brand called Edition. Currently, nine signed development deals are in the works, with the first property expected to open in 2010. Hotels are planned for Paris; Madrid; Costa Rica; Miami; Washington, D.C.; Chicago; Scottsdale, Ariz., and two in Los Angeles. Each Edition will average 150 to 200 rooms and reflect the architecture and design of its destination. According to the announcement, Schrager will lead the design, marketing, branding, and food and beverage concepts for Edition, and Marriott will oversee the development and operation of the properties.

EXPECT RATES TO GO DOWN According to a recent report by Lodging Econometrics, a leading authority on hotel real estate, the U.S. lodging pipeline is at an all-time high. In 2007, 985 new hotels representing 100,507 rooms opened, marking the first time since 2001 that more than 100,000 new hotel rooms became available.

Looking ahead to 2008, Lodging Econometrics is forecasting the opening of 1,208 hotels, representing 133,628 new rooms -- a 2.8 percent growth over 2007. The upscale and mid-market segments together make up 76 percent of pipeline projects.

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Feb. ’08

Hotel News

indoor and outdoor meeting space, about half of which comprise a ballroom.

THE PLAZA REOPENS ITS GRAND BALLROOM KELTIC LODGE MAKES TOP 500 Ingonish Beach’s Keltic lodge Resort and Spa has been named in the top 500 hotels in the world according to Travel + Leisure magazine. The distinction also ranks the resort as one of the top 15 hotels in Canada. The award comes as part of the sixth annual T + L 500 which pulls the top 500 hotels from the magazine’s annual readers’ survey.

Nova Scotia’s Keltic Lodge Resort and Spa is the only one on the list east of Quebec. The magazine’s survey lists the resort’s competitive edge as being the scenery of the Cape Breton Highlands National Park and urges visitors to enjoy the two-hour hike to Middle Head Peninsula.

On the Web: www.kelticlodge.ca

SHERATON REOPENS A RESORT IN NASSAU A grand opening was held Jan. 28 for the 694-room Sheraton Cable Beach Resort, in Nassau, the Bahamas. With its sister property, the 850-room Wyndham Nassau Resort, the Sheraton shares 15 restaurants and lounges, as well as the 35,000-square-foot Crystal Palace Casino. In all, $145 million was spent to overhaul the two resorts and the casino. The Sheraton Cable Beach has 25,000 square feet of

The 282-room Plaza Hotel in New York City reopened its Plaza Grand Ballroom following a three-year, $4.5 million restoration. In addition to restoring the ballroom's neoclassical decor, the renovation added a state-of-the-art kitchen, enhanced lighting and sound equipment, additional prefunction space and 15,000 square feet of new meeting space. The ballroom seats 500 to 700 guests.

$1.6 BILLION PLAN FOR JAVITS CENTRE The latest plan to expand the Jacob K. Javits Convention Center in New York City calls for adding no more than 100,000 square feet of meeting and exhibit space, at the cost of $1.6 billion, according to the Empire State Development Corp. The new proposal outlines an expansion significantly smaller in scale than what had been discussed previously.

The state also plans to sell land owned by the Javits Center in order to raise $800 million for other economic development projects, including the possible extension of the No. 7 subway line from Times Square to 11th Avenue, closer to the center. Another project being considered is a convention hotel, to be built between 38th and 39th streets, instead of between 35th and 36th streets, as previously proposed.

DID YOU KNOW ...

60% OF CONSUMERS WHO COMPLAINED TO COMPANIES SAY THEY GOT “NOTHING” FOR THEIR EFFORTS. S O U R C E: THE 2007 NATIONAL CUSTOMER RAGE STUDY BY CUSTOMER CARE MEASUREMENT & CONSULTING

ANSWER EASY SUDOKU FROM PAGE 19

Feb. ’08

ANSWER MEDIUM SUDOKU FROM PAGE 19

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Edinburgh is a planner’s dream

BY JYL ASHTON CUNNINGHAM, CMP

espite having one of the most mis-pronounced city names in the world, (correctly pronounced Edinbrugh) and one of the worst climates on the Scottish east coast, this elegant capital city steeped in history is still considered to be one of the most beautiful in the United Kingdom and indeed the world. Built on seven hills, like Rome and Bath, the landscapes are a sea of interest, with majestic buildings rising among exquisite formal gardens and informal green spaces. Modern architecture plans are carefully scrutinized before being approved, to ensure the city is not compromised by over development or that its unique features are not overshadowed.

Edinburgh is an incentive planner’s dream, with a multitude of exquisite venues to suit any level of budget.

This article covers a high-end incentive visit, based on recent experience, however there are many ways of enjoying Edinburgh with a reasonable budget. The first step is ideally to contact Convention Scotland (www.conventionscotland.com) for an overall view of the country as a whole, and lots of useful information to help make important decisions on where to go and what to do. We found them to be extremely helpful and knowledgeable, with useful contacts for transport, guides and entertainment.

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GETTING TO EDINBURGH Flying to Edinburgh is straightforward enough, with direct flights operating during the summer months through Air Transat and Globespan from a few major Canadian Cities. Zoom Airlines and Air Transat fly to Glasgow direct from Toronto year round and it is about an hour’s ground commute to Edinburgh depending on traffic. On all the above airlines, it is recommended to upgrade to anything above economy for high-end incentives, although these seats are limited. British Airways and Air Canada both offer a regular shuttle service to Edinburgh from London Heathrow year-round and their economy classes are pleasant and reasonably priced. Both airlines fly daily and sometimes multi-daily routes from major cities across Canada.

WEATHER While the weather in Edinburgh can often be quite wet and windy, a good raincoat and an attractive waterproof hat usually does the trick. From personal experience, the nicest time of year to visit Edinburgh is in the spring (May is especially beautiful) and Fall.

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For the perfect incentive gift, check out Hats Off To Mary, a funky new showerproof hat manufacturer based in Ontario, with designs suited to Edinburgh’s inclement climate.

On the Web: www.hatsofftomary.com.

ACCOMMODATION, FOOD AND BEVERAGE Edinburgh has a multitude of hotels to suit every budget, with most of the large chains represented.

Hilton has three properties, the best kept secret being the Grosvenor, which recently underwent a multi-million dollar facelift. Rocco Forte’s Balmoral Hotel, (where we stayed), has beautiful reception rooms and outstanding cuisine, using local produce to create traditional and original dishes. The bedrooms are well appointed and the bathrooms elegant. There are several castles and stately homes around Edinburgh which have been converted to hotels, notably Dundas Castle, still a private home and boasting its own nine-hole golf course.

On the Web: www.dundascastle.co.uk Contrary to popular belief, Scots do eat green vegetables (besides mushy peas) and every other colour of vegetable imaginable, albeit largely imported out of season from sunnier climates. The main claim to fame in Scotland though is the game. Venison, pheasant and wild salmon or trout are all prominently featured on menus across the country and Edinburgh is no exception. Fresh game is seasonal, so research ahead of time unless frozen is acceptable. Haggis is delicious, just choose the lighter more grainy variety over the dark livery concoction which some may find too strong. Top quality local produce is highly sought after as more chefs are becoming aware of the trend towards supporting local growers.

EVENT VENUES AND THINGS TO DO Cass Bayley of The Bayley Group, a meeting and incentive was also in Edinburgh recently and had some great things to say about venues and activities.

Edinburgh Castle has what every city should have; a sensational historic and glorious castle in the middle of the city. It’s impossible to miss because you can see if from everywhere in the city and when lit up at night it is a stunning feature. The Castle itself has many buildings and the guides are superb at bringing history alive.

There are many opportunities for group functions inside and out and delegates from around the world are guaranteed to be impressed by the surroundings.

Hopetoun House was one of the best places we visited.

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Edinburgh, the capital of Scotland, is the second most visited tourist destination in the United Kingdom, after London.

It is a glorious estate on magnificent grounds with ample room to entertain. There are two separate wings with a restored stable and a ballroom which is perfect for a formal dinner or reception. The owner, Adrian Hope, 4th Marquess of Linlithgow, is available to meet with your group which would bring a true touch of Scottish grandeur to the festivities.

The underground tour of Edinburgh is great value and we were lead through the maze of tunnels by a truly wonderful Scottish actress who made the tales told come alive. Located right in the centre of the city, the venue provides a superb ambiance for a tour followed by a wine tasting and reception, followed by dinner in the caves or one of the nearby restaurants. It is amazing how they have transformed this derelict underground into a major attraction that is both unique and of such historic importance.

Alison Shepherd, of the Scottish Mining Museum, recommends a few more eclectic experiences, such as having a reception at the head of the Lady Victoria Colliery mineshaft at this interesting venue. Guides are former miners, with first hand experience of the Colliery and life underground. www.scottishminingmuseum.com.

Also, The Scotch Whisky Experience, next to Edinburgh Castle, with a team of experts on hand to guide guests through the art of whisky tasting (see detailed article in this issue). The Dome, formerly a cocktail lounge, was completely renovated and beautifully restored in 2007 and now has four conference Feb. ’08

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suites and two banquet suites upstairs, as well as the public areas on the ground floor.

One of the most fabulous not-to-be-missed events is to host a reception or dinner aboard the Royal Yacht Britannia. Now permanently docked in Leith, a short drive from Edinburgh, the yacht is surprisingly not at all ostentatious, although beautifully appointed and carefully preserved. Although expensive, it is an experience not easily forgotten and well worth the cost.

The above is only a small taste of what Edinburgh has to offer and each visitor is sure to find something truly original around each corner. Golf remains the most popular outdoor sport in the region, with the courses and golf resorts around Edinburgh needing a whole article dedicated entirely to them.

Tom Ashton, Hotel Operations Manager for the famous Last Drop Village Hotel in England, spent some time in Edinburgh with the Hilton family of hotels. He summed the city up perfectly when describing his first visit there. “I felt I had come home, to a place I had never been and never wanted to leave”. That’s what Edinburgh does to you and once you have visited, it’s guaranteed you’ll return.

••• Jyl Ashton Cunningham, CMP is an independent meeting and special event planner based in Oakville, Ontario, and Associate Editor of The Planner, Ontario. Jyl welcomes your comments and can be reached at jashton@theplanner.ca or info@jaacevents.com.

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Teaching an old dog new tricks

BY PETER DE JAGER

• What investments/sacrifices did people make to create it?

• What Values do they hold dear?

here's a John Tuss quote I'm fond of which relates to change, "Management that wants to change an institution must first show it loves that institution." While that might seem a bit too touchie feelie for some of us, it contains more than a small germ of wisdom.

An association of people of any sort arrives where it is, for a reason. The work habits of those old dogs took years of effort to acquire and perfect. Regardless of the suitability of existing work processes, people are attached to them, even proud of them. If we show disrespect to their status quo, then we show disrespect for all who participated in creating it.

With this quote firmly in mind, here's a change methodology with some heart, and based upon its proven effectiveness, some meat.

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STAGE I - UNDERSTAND THE CHANGE Before we try to change habits, it’s imperative we understand the change is necessary. If we're not clear on this how can we honestly answer legitimate questions such as; • What happens if we don't Change?

• Who is affected by the Change?

• When will the Change take place?

STAGE II - ESTABLISH RAPPORT We're back to the "love the institution" idea again.

Before asking people to do it our way, it's necessary to gain some trust, or at least credibility, with those we're about to ask to Change. Have they known us long enough to trust us? For the most part, Change Management is an exercise in diplomacy. Here are some thoughts worth remembering; • Don't have all the answers; they know their environment better than we do.

• Don't ask for "Buy in", it suggests we've decided on a solution already.

• If there is a problem to solve, present it to them, see what they come up with.

STAGE III - UNDERSTAND STATUS QUO To create something new we always have to destroy something old. When implementing Change we replace the old Status Quo, known to everyone, with a fragile vision of something in the future.

• How long has this institution been in operation?

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STAGE IV - CREATE DESIRE TO CHANGE Why should old dogs learn new tricks? That's not a facetious question, it the key to getting people to change. If they see and accept the reason, then they will change.

Where we often fail is that we tell people we want them to change, but not why we want them to change.

• What problems exist in the way things are?

• What are the personal benefits to Changing?

• What opportunities would Change create?

STAGE V - DESIRE BECOMES ACTION Sometimes humour is carefully warped wrapped wisdom. The only person who likes Change is a wet baby! By analogy, if the old dogs are dissatisfied with their Status Quo, they will demand a Change to something else.

• What is their Vision of the Future?

• What route do they suggest to get there?

• What are they willing to invest?

STAGE VI - REINFORCE NEW BEHAVIORS Whenever we do something for the first time, we’ll do it wrong until we learn how to do it right. Being told we’re making progress, despite the failed attempts, motivates us. Rewarding people while they learn is necessary if the goal is to encourage change.

• Reward all successes.

• Reward all effort... Remember, failure is evidence of effort.

• Reward all questions.

STAGE VII - CREATE CLOSURE Getting to the beginning of the new Status Quo is a long and difficult journey. It deserves celebration. Both to say good-bye to the past, and hello to the future.

• Hold a Good-bye party for the passing of a Status Quo. Hopefully, the above list will suggest to you that while getting old dogs to do new tricks is difficult, it is not impossible to achieve. Like all old dogs, people need only understand why change is necessary and what the rewards are.

P.S. You'll need more than a handful of biscuits.

© 2008 Peter de Jager – Peter is a keynote speaker, writer and consultant focused on Change Management issues. Contact him via www.technobility.com.

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D AT E B O O K Upcoming Events March 9-12, 2008 Association of Collegiate Conference and Events Directors-International, Annual Conference, Riviera Hotel & Casino, Las Vegas. Contact: (877) 502-2233, www.acced-i.org

March 27-30, 2008 International Association of Conference Centers, Annual Conference, Zermatt Resort and Spa, Midway, Utah.

Contact: (314) 993-85753, www.iacconline.org April 5-6, 2008 Meeting Professionals International, Gulf Meetings and Events Conference 2008, InterContinental Dubai Festival City, Dubai, UAE. Contact: (972) 702-3000, www.mpiweb.org.

April 6-9, 2008 Society of Independent Show Organizers, Annual CEO Summit, The Vinoy Hotel, St. Petersburg, Florida. Contact: (708) 361-0900, www.siso.org.

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April 18-20, 2008 Meeting Professionals International, European Meetings and Events Conference, ExCel London, London. Contact: (972) 702-3000, www.mpiweb.org.

April 22-24, 2008 IMEX, Worldwide Exhibition for Incentive Travel, Meetings & Events, Messe Frankfurt, Germany. Contact: (011) 44-1273227311, www.imex-frankfurt.com.

May 18-20, 2008 Association of Corporate Travel Executives, global Conference, Grand Hyatt, Washington, D.C., Contact: (703) 683-5322, www.acte.org.

June 11-14, 2008 Society of Government Meeting Professionals, Annual Education Conference, The Anatole Hotel, Dallas. Contact: (703) 549-0892, www.sgmp.org.

July 25-29, 2008 International Association of Assembly Managers, Annual Conference & Trade Show, Anaheim (Calif.) Convention Centre. Contact: (972) 906-7441, www.iaam.org.

July 27-30, 2008 National Business Travel Association, Annual International Convention & Exposition, Los Angeles Convention Centre. Contact: (703) 684-0836, www.nbta.org.

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Incentive Travel Survey 1. Have you ever held an event outside of Canada?

Yes: 40% No: 60%

5. Are you planning an event in a resort?

Yes 33% No 67%

2. Are you planning an event outside Canada?

Yes 29% No 71%

If so where?

USA 30% Tremblant 28% Banff 20% Mexico 22%

If so where?

USA 60% Europe 30% Mexico 10% 3. What do you like the least about planning an event outside of the Canada?

Answer: Cross border shipping, customs, exchange rates and communications (language, different time zones and cultural).

What do you like the most?

Answer: I find the quality of customer service to be much higher.

Discovering different cultures.

4. Have you ever planned an event in a resort?

Yes 57% No 43%

and when?

Spring 50% Summer 25% Fall 25%

6. What do you like the least about planning an event in a resort?

Comments from planners: At certain times of the year it can be overcrowded with families and young children.

Limited services, i.e. limited telephone services; delegates don’t want to travel too far, if they have just arrived in the city, i.e. to a resort a couple of hours away by car.

If so where?

Ontario 47% USA 22% Québec 16%

7. What do you like the most?

Comments from planners: Excellent food, number of outside sports and activities.

Relaxed atmosphere (golfing, fishing, boating) Note: Fishing is a difficult pastime if female in boat with men (plus beer). Men don’t want to have to go to shore all the time for the female to go to the bathroom, especially during a friendly fishing tournament.

Men just go over the side (am I the only one who has ever had to deal with this problem?)

DID YOU KNOW ...

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ORIGIN OF NEW YEAR’S RESOLUTIONS HARKENS BACK TO MEDIEVAL TIMES?

DURING THE LAST FEAST OF THE CHRISTMAS WEEK, KNIGHTS OF THE REALM WERE REQUIRED TO PLACE THEIR HANDS ON A PEACOCK AND VOW TO CONTINUE LIVING UP TO THEIR PLEDGE OF CHIVALRY. THIS WAS KNOWN AS THE KNIGHT’S “PEACOCK VOW.” 30

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Feb. ’08