November 2006

A MONTHLY DIGEST TO INFORM AND ENLIGHTEN MEETING AND EVENT PLANNERS November 2006 Edition

VOL. 4 ISSUE 9

Nawlins is back in business!

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A year after Hurricane Katrina

o doubt you’ve heard the famous saying “It’s hard to keep a good man down.” Well, it’s even harder to keep a good city down.

As the city of New Orleans moves past the commemoration When the National Association of Realtors hosts “NARdi Gras,” of the one-year anniversary of Hurricane Katrina, which made bringing over 25,000 attendees to New Orleans in mid-November, landfall on August 29, 2005, the New Orleans Metropolitan it will be the largest city-wide convention held in the city in over Convention and Visitors Bureau (NOMCVB) continues to two years.

It’s an event that is badly needed to rejuvenate a truly unique place.

“It’s one of the most culturally diverse cities in North America,” says Paul Merkelo, who played first trumpet with the New Orleans Symphony Orchestra for three years in the early 1990s. “The Cajun influence, the jazz, the great spirit of the citizens... the people of New Orleans should be the role model for the rest of Plain Jane America.”

Despite the devastating effects on people and infrastructure, some are very optimistic about the current situation which sees the city in rebuilding The French Quarter in New Orleans is one of the keys to future prosperity for the famous city. mode.

“The great news of recovery in New Orleans continues, and it’s an exciting time to update and issue a “state of the city” report for local residents be here,” said Stephen Perry, President and CEO of the New and visitors alike, with information regarding recent successes Orleans Metropolitan Convention and Visitors Bureau. “The in hospitality, transportation and health and safety as the city soul of New Orleans is thriving, and our unique and authentic continues to welcome meeting and convention delegates and culture is very much alive – including our incomparable leisure travellers to New Orleans. cuisine, music, visual arts, museums, galleries, the performing arts and other activities, all led by the resilience and determiCONTINUED ON PAGE 8 nation of the city’s residents.”

airlines were the top three offenders with the highest number of passengers who were forced to give up their seats, both willingly and involuntarily. JetBlue had the fewest, followed by AirTran and American.

The DOT requires that airlines compensate passengers a maximum of US $400 for bumping them off of flights.

However, that amount hasn’t changed since 1978. With today’s ticket prices – the last tickets sold are usually the most expensive, often in the US $1,000-$1,200 range – airlines can still turn a profit by overbooking and then bumping a passenger who has paid a cheaper fare.

If you are flying in the United States on a U.S. carrier and your flight is oversold, you do have some rights. The DOT requires that airlines ask for volunteers to relinquish seats before anyone can be denied boarding, that they inform you of your rights in writing if they are going to bump you involuntarily, and refund your ticket if you choose not to travel. The US$400 maximum comes into play for any delay over 60 minutes.

F.Y.I. MacMillan named new MPI President Meeting Professionals International (MPI) recently announced that Bruce MacMillan, C.A., will take the helm as that organization’s president and CEO effective this December. MacMillan, who was hired following a six-month search, is currently the president and CEO of Tourism Toronto, the Toronto Convention and Visitors Association. MacMillan will lead MPI’s 75 staff in catering to its 21,100-strong membership. “MPI has made a huge difference in my life,” he said at a press conference last month. “I want every MPI member to be able to look on their association as a key element for their success.” MacMillan currently serves on MPI’s International Board of Directors and is a past chair of its Information Technology Committee.

Number of overbooked flights surges More airlines than ever are trimming flight schedules and overbooking remaining flights. According to U.S. government statistics, the number of people forced to give up their seats rose more than 40 per cent to 16,323 in the second quarter of 2006, compared with the same period in 2005. The number of fliers who gave up their seats voluntarily – with incentives of course – also went up 10 per cent in the same period.

The practice has become common as airlines adopt new tactics to stay afloat in light of skyrocketing oil prices. Among large carriers, The U.S. Department of Transportation (DOT) reported that Northwest Airlines, US Airways and Alaska

NOVEMBER ’06

French reconsider smoking ban Last September, The Planner told you about the impending ban on smoking in public places that was set to come into effect in France as of January 1, 2007. The ban has been bumped back a month to February, but will now not apply to bars, restaurants and nightclubs. These establishments now have a reprieve until January, 2008. If clients still wish to smoke inside after that, they must do so within the confines of a sealed-off smoking room, or fumoir, to which serving staff will not be permitted entry.

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ED. NOTE

Hiring for attitude At•ti•tude – there are many definitions but the ones I would like to focus on are: (a) a mental position with regard to a fact or state (b) a feeling or emotion toward a fact or state.

So now, after having stated what attitude is, let’s focus on hiring people with the right attitude to work in the service industry.

It is possible to train people to handle certain tasks, but it’s hard to change their core attitudes.The key is finding the right people and building from there. So as planners, we should commend employees with good attitudes to their employers. We should also mention those with poor attitudes, as they may be good employees who are in the wrong positions.

Lynne Truss, author of the bestseller Eats Shoots and Leaves, came out with another book, about a year ago, entitled Talk To the Hand.

She discussed what she called the rudeness of the world today. She addressed attitude; her question was what breeds attitude or con•tempt (a lack of respect or reverence for something). The answer was familiarity.

As you will recall, we did a survey with you on this subject during the summer, the results which you will now find in this month’s Planner survey, on page 38.

So remember, good service comes from having the right state of mind and minding your Ps and Qs as my grandmother used to say.

As always, your comments on this and any other subject are welcome.

In this issue Corporate retreats

Accepting change

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, Jayne Martin – jmartin@theplanner.ca Administration: Patrick Galvin, Julie Boisvert, Tania Joanis, Patricia Lemus Proofreader: Allison Martens Contributors: Mike Auctor, Anne Biarritz, Jim Clemmer, Peter De Jager, Stacey Hanke, Jeff Mowatt Ginette Salvas, Barry Siskind, Louise Villemaire, Harriet Wezena

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

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You may not know the Serenity Prayer by name, but it’s very likely that you’ve heard its message before. Jim Clemmer explains the wisdom behind this famous piece of writing.

Competitive intelligence

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Some people think competitive intelligence is spying. In fact, it is much more than that.

Longtime columnist Barry Siskind explains what CI really is.

Credit card smarts

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It is almost impossible to exist in the modern world without a credit card. But a lot of us don’t manage them well. Here are ten tips to help you shoot the plastic more responsibly.

Office party behaviour

Published by:

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Corporate retreats may seem like a relatively new phenomena, but as our Associate Editor Jyl Ashton Cunningham points out, they have a long history.

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Ever wondered if your behaviour was acceptable at an office party? Well, here’s an article by an etiquette expert that will give you the dos and don’ts for those cozy work get-togethers.

The eyes have it!

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When we talk to people, we often make eye contact? But how many of us make eye connection? Our Stacey Hanke explores the difference the latter can make.

Avoiding that winter cold

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Everybody gets them. But there a myriad of ways to avoid getting the common cold, and washing your hands is chief among them.

Improving staff productivity Every company needs to improve the productivity of its staff. Peter De Jager explains how to get more out of your people using the old staff meeting – with a few new twists.

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Corporate retreats are trendy again If you take the senior management team away for the weekend and the amount spent could probably buy the entire workforce a fabulous night out or a luxury hamper, and maybe solve any office politics issues in one simple act of generosity.

That’s not to say that corporate retreats are not worth the expense. Some of the most profitable ideas have doubtless been thought up while away from the office in relaxing surroundings.

The key is to find a hotel or resort that can enhance the retreat experience without breaking the corporate piggy bank.

White Oaks Conference Resort and Spa in Niagara has mastered the art. One of the forerunners in the all-inclusive meeting packages idea (all day breaks are a particular favourite), White Oaks introduced onsite team building, in-session fitness and relaxation breaks and in-house spa products as room amenities long before they became popular nationwide. Just walking through the doors at White Oaks brings tranquility to the most harried workforce.

While it might sound obvious, the attitude of hospitality staff can make all the difference to the ambiance of the retreat.

Brusque and impatient staff can negate the calming effect of any beautiful décor, soft music and waterfalls in a second. It is often a good idea to do a mystery visit to a venue, even a few hours before a scheduled site visit, to see how the staff behave – walk around the corridors and near the kitchen area for the most effective testing.

Retreats also offer employees the chance to express their opinions or even voice their complaints (in a positive way of course) about colleagues without fear of retribution.

Such sessions are best conducted by a professional facilitator however, such as Doug Bolger, of L(earn) 2. Doug’s company produces interactive sessions designed to get results from each and every employee who participates.

BY JYL ASHTON CUNNINGHAM

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he term ‘corporate Retreat’ is fairly new to the meetings industry and was likely introduced as an alternative to the somewhat dreaded ‘teambuilding’ exercise of getting the top guys together to build a bridge over some imaginary canyon.

However, retreats are anything but new. The idea comes from a centuries-old practice of going to a quiet place (often a monastery or convent) to reflect on one’s life, with the objective of resolving various personal issues positively and effectively, or simply to clear the mind and refresh the spirit. In exchange, a donation was made to the Order, of an unspecified amount.

Nowadays retreats come in all shapes and sizes, designed and packaged to suit every possible scenario. Golf junkets, spa weekends, weekend and midweek getaways are customized for the executive level employee and up.

The objective is usually to brainstorm on how to improve the bottom line, negotiate, retain clients and employees and still have enough budget left over to keep up the corporate retreat and other employee incentives. It can be a vicious circle, except vicious would not be an accepted word, since everyone has to get along.

Hotels and resorts worldwide have quickly adapted their marketing campaigns to embrace the “de-stress, unwind, refresh” mentality that is the mantra of the 21st century. This is somewhat ironic since the people who go on corporate retreats inevitably carry all their communications devices with them, and rarely get the opportunity to truly retreat.

The cost is another factor guaranteed to send the procurement department into heart failure. The average cost per person per day can run as high as $750 for a luxury Canadian resort if golf, spa, gourmet meals and upgraded accommodation are all taken into account.

A retreat was originally

meant to clear the mind and refresh the spirit.

CONTINUED ON PAGE 10

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NOVEMBER ’06

The Superdome, once the scene of considerable misery, has reopened and the Saints have their followers marching home CONTINUED FROM PAGE 1

The following is a rundown of some of the achievements and milestones since Katrina: • The Louisiana Superdome reopened on September 25, 2006 with Monday Night Football, when the New Orleans Saints defeated the Atlanta Falcons before the largest audience in ESPN history. The game won the biggest share of the television audience among all TV networks, broadcast or cable, and featured pre-game concerts by the Goo Goo Dolls, U2 and Green Day, a coin toss by former U.S. President George Bush, and an estimated $20 million pumped into the city’s economy. Further, the New Orleans Saints are enjoying a sold-out season for the first time in the franchise’s 40-year history, with a waiting list for future years.

• The Ernest N. Morial Convention Center partially reopened in February 2006. With approximately $60 million in restoration work and several million more in renovation upgrades, the major-

ity of the Center reopened the week of June 19, with 741,257 sq. ft. of exhibit space, 99 meeting rooms, the 4,000-seat auditorium, and a 36,000 square foot ballroom. The remaining parts of the Center – four halls, 41 meeting rooms and a 32,000-plus square foot ballroom, will open early this month.

• The convention and meetings business has returned to New Orleans, building upon the successful city-wide meeting of the 17,000 members of the American Library Association in June 2006, the first large-scale meeting held in the city since Hurricane Katrina. The CVB has retained approximately 40 per cent of business for 2006, with approximately 70 per cent of convention and meetings business for 2007 and over 90 per cent for 2008. Short-term corporate meetings bookings are on the rise.

• The National Association of Realtors is holding its annual meeting this month, and is reporting record preregistration levels. It is expected to bring between 25,000 and 30,000 visitors to New Orleans. Pre-registration is 32 per cent ahead of the 2002 convention total in New Orleans and three percent ahead of last year’s San Francisco meeting, which was a record breaker.

• A full convention calendar for October and November includes the American College of Emergency Physicians (6,000 delegates), the American Society of Exploration Geophysicists (7,000), American Society of Human Genetics (5,200), American Society for Reproductive Medicine (6,000), and Federation of Societies for Coatings Technology (5,500).

• Avaya, a Fortune 500 telecommunications company, recently held their 3,800 delegate meeting in New Orleans.

• In addition to the large association meetings previously planned, advisory boards of major association and hotel corporations are choosing to host their

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meetings in New Orleans, reconfirming its allure as a top destination.

Hospitality and Tourism • Hotels: The vast majority of downtown hotel properties have reopened, having completed renovations and upgrades in the last quarter of 2005.

Those properties include the Hilton Riverside, the Sheraton, multiple Marriott properties, the Renaissance Arts and Pere Marquette properties, two Wyndham properties (one new property opened in 2006), the Windsor Court, the Loew’s Hotel and two W hotels. The newly-constructed Harrah’s Hotel opened in September 2006, and the RitzCarlton will reopen in December 2006, after extensive renovations. The Omni Royal Orleans, Royal Sonesta, Holiday In, and the Monteleone are among the many hotels and boutique hotels opened in the French Quarter.

Overall 140 metropolitan area hotels are open, 90 located in downtown New Orleans. There are more than 28,000 of 38,000 hotel rooms available in metropolitan New Orleans. The Hyatt is undergoing extensive renovation as well, and will reopen in fall, 2007, as part of the proposed Hyatt Jazz District Project.

• Dining: According to the Louisiana Restaurant Association, there are approximately 700 restaurants open in Orleans Parish alone, including the restaurants in the French Quarter, downtown, Warehouse Arts District, Garden District and Uptown New Orleans areas popular with visitors to the city. These include Commander’s Palace, Emeril’s, Antoine’s, Bourbon House, Dickie Brennan’s Steakhouse and Restaurant August to name just a few. As well, 18 major new restaurants opened in the metro area and are enjoying success.

(This figure does not include fast-food restaurants, most national chains, bars serving food and coffeehouses.)

• Cruise Industry: The Delphin Renaissance, a 600-passenger luxury ship, was the first cruise ship to call on the Port

NOVEMBER ’06

Most attractions and cultural institutions have reopened of New Orleans in the post-Katrina era when it docked on New Year’s Eve 2005 at the Thalia Street Wharf alongside the Port's Administration Building. Norwegian Cruise Lines and Carnival Cruise Lines have since returned, and Royal Caribbean International returns in December, as does RiverBarge Excursion Lines. Carnival Cruise Lines will deploy the Carnival Triumph to New Orleans in August 2007.

• Food/seafood: Various federal, state and local agencies have conducted tests on the quality and safety of water and food, including the area’s seafood, and all have been pronounced safe to consume.

• Security: The New Orleans Police Department is fully functional. The Louisiana National Guard has been assigned to patrol the outlying damaged and sparsely populated neighbourhoods of the city, allowing the NOPD to concentrate their patrols in the tourism areas and historic parts of the city, enhancing the already good safety record these districts enjoy.

The City of New Orleans and the State of Louisiana have for the first time implemented a unified emergency communications plan to ensure the timely flow of information across the region in emergency situations.

Major Attractions: Nearly all major attractions in the city are open. These including the Harrah’s Casino, the Audubon Zoo, Aquarium and IMAX theater, Mardi Gras World, Café Du Monde, paddlewheel cruises on the Mississippi River, carriage rides through the French Quarter and central business district, ferry rides across the Mississippi River, the Steamboat Natchez and the Creole Queen, plantation, swamp and specialty tours.

• Cultural Institutions: All major museums have reopened including the New Orleans Museum of Art and Besthoff Sculpture Garden, The Ogden Museum of Southern Art, the National World War II Museum, the Contemporary Arts Center and the Louisiana Children’s Museum. The New Orleans Ballet, the Louisiana Philharmonic Orchestra, and community theatres throughout the metropolitan New Orleans area are also back in operation.

• Air Transportation: Louis Armstrong International Airport reports 109 flights serving 32 cities (about 70 per cent of the pre-Karina totals). The New Orleans Metropolitan Convention & Visitors Bureau is working with the airlines and airport officials with regard to convention scheduling to ensure adequate lift to meet demand.

There has definitely been a huge effort with many successes in the physical rebuilding of the Big Easy. But as Paul Merkelo points out, in the renewal lies a unique opportunity to strengthen the city’s cultural institutions as well as its buildings.

“People need to wake up. I believe the culture has to be a priority as much as the infrastructure. So funding for institutions like the orchestra are just as important as anything else.

In New Orleans, you smile because you’re living a good life – it’s a place that adds spice to the soul.”

•••

About the City • Neighbourhoods: The core of the New Orleans hospitality and tourism destinations were not flooded and today are open and thriving. These include the Faubourg Marigny, French Quarter, Warehouse Arts District, Garden District/Uptown, Audubon and University section, Carrollton and Riverbend, and historic Algiers on the city’s westbank, including hotels, restaurants and retail.

As well, neighbouring Jefferson Parish to the west (home to Louis Armstrong International Airport and including Metairie, River Ridge, Harahan and Kenner) and the city’s “Northshore,” (a true bedroom community for downtown commuters, including the towns of Slidell, Mandeville, Madisonville, Covington, Abita Springs and Folsom located on the north side of Lake Pontchartrain) are bustling.

NOVEMBER ’06

Many thanks to Kelly Schulz and Erica R. Papillion of the New Orleans Metropolitan Convention & Visitors Bureau who provided photos and information for this article.

Nationally recognized for superior customer service, the NOMCVB represents over 1,200 members and provides convention services and visitor information for business travelers and vacationers.

On the Web: www.neworleanscvb.com.

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Learning a different skill set, however briefly, always energizes the mind happened to be female. We visited a local mechanic who showed them the basics of car maintenance, a few steps beyond refilling the window washer. He then gave a brief overview on how best to speak to a dealership, and suddenly burst into an improv on noises that people make when describing what is wrong with their vehicle. Then we all went off to the local coffee bar, accompanied by the mechanic. Not exactly a luxury corporate retreat, but the women came away more knowledgeable and said they would be less intimidated by a garage in the future. Such new-found confidence can be carried into the workplace and was done in half a day at minimal cost.We covered empowerment, education, a change of scenery and brought humour and camaraderie into the mix. Above all, everyone had a good time, which has to be what it’s all about.

At what point does the retreat stop being an effective tool and just another gadget? When it costs a lot, it seems like we can’t live without it, and then realize that using our own two hands would have worked just as well. The key is to stay within budget and within the bounds of reason. Don’t organize events that will cause more stress than enjoyment and do make sure that all the pertinent information is organized in advance to ensure a relaxed and beneficial experience for all participants.

The point is that a corporate retreat can be anything you want it to be. Open the lines of communication (that doesn’t include cell phones, hand held devices and lap tops, all of which should be banned from use during the retreat), close the doors and solve the problems of the world (or at least of your own business).

CONTINUED FROM PAGE 6 “Raise The Titanic” continues to be one of their most popular exercises, however L(earn) 2 has customized programs for most major organizations in North America while helping smaller companies to develop their full potential and become bigger and better as a result.

On the Web: www.ilearn2.com or 416-410-6434.

Knowing the main reasons for going on a corporate retreat in the first place undoubtedly has an influence on the type of venue to select. It wouldn’t be a popular idea, for instance, to take the budgeting committee to Las Vegas for the annual costcutting brainstorm, however great a deal the planner was able to negotiate. Location is another issue to be considered, as well as dates, time of year, and so forth.

A few corporate directors were asked what their ideal retreat would include and, as might be expected, golf came up high on the list. Apparently winter retreats are not as popular, as it is the busiest time of the year for most corporations. Spas were surprisingly not as popular as might be expected, and many responses opted for a learning exercise, such as a cooking class or opera appreciation, as ways to relieve the stress of the office. Cooking classes are a great way to unwind, especially if the food is edible at the end and there is wine available to wash it down!

Learning a different skill set, however briefly, always energizes the mind. I recently organized an extended “Lunch and Learn” for a group of business executives, all of whom

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NOVEMBER ’06

Accept what can’t be changed and change what you can

BY JIM CLEMMER “Your life is the sum result of all the choices you make, both consciously and unconsciously. If you can control the process of choosing, you can take control of all aspects of your life. You can find the freedom that comes from being in charge of yourself.”

– Robert Bennett, U.S. Senator Accepting responsibility for choices starts with understanding where our choices lie.

This idea is wonderfully framed by the timeless wisdom of the ancient Serenity Prayer: God, grant me the serenity to accept the things I cannot change, The courage to change the things I can, And the wisdom to know the difference.

Each line represents an important step in growing our leadership. Consider the first – an invocation to “grant me the serenity to accept the things I cannot change.”

There is a long list of things we as leaders can’t control, but that may have a major impact on our organizations.

These include economic and political trends, technological changes, shifts in consumer preferences and market trends, as well as catastrophes wrought by human beings (war, terrorism) and so-called “Acts of God,” such as hurricanes or tornadoes. The poet Longfellow offers great leadership counsel about how to handle these non-controllables when he says, “the best thing one can do when it is raining is to let it rain.” Pretty solid advice!

The fact is that stuff happens. Life isn’t fair. Whatever hits the fan certainly

won’t be evenly distributed. The best approach to dealing with things that cannot be changed is to accept them. The worst thing we can do is to succumb to the Victimitis Virus and “awfulize” the situation by throwing pity parties in Pity City. When the doo-doo starts to pile deep, a leader doesn’t just sit there and complain (usually about “them”); he or she grabs a shovel. We may not choose what happens to us, but we do choose how to respond – or not.

The second line of the Serenity Prayer asks for “the courage to change the things I can.” This is the gulp-andswallow part. Choosing to make changes is hard. It's so much easier to blame everyone else for my problems and to use this as an excuse for doing nothing.

But leaders don't give away their power to choose.

In his bestseller, The Road Less Traveled,

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NOVEMBER ’06

Many escape from freedom Scott Peck writes, “Whenever we seek to avoid the responsibility for our own behavior, we do so by attempting to give that responsibility to some other individual or organization or entity. But this means we then give away our power to that entity, be it ‘fate’ or ‘society’ or the government or the corporation or our boss. It is for this reason that Erich Fromm so aptly titled his study of Nazism and authoritarianism Escape from Freedom.

We’re either part of the problem or part of the solution.

There is no neutral ground.

stands up for an idea, or acts to improve the lot of others, or strikes out against injustice, he sends forth a tiny ripple of hope, and crossing each other from a million different centers of energy and daring, those ripples build a current that can sweep down the mightiest walls of oppression and resistance.”

We’re either part of the problem or part of the solution.

There is no neutral ground. Strong leaders make the choice to be part of the solution and get on with it – no matter how small their ripples of change may be.

Excerpted from Jim’s fourth bestseller, Growing the Distance: Timeless Principles for Personal, Career, and Family Success. View the book’s unique format and content, Introduction and Chapter One, and feedback showing why nearly 100,000 copies are now in print at www.growingthedistance.com. Jim’s new companion book to Growing the Distance is The Leader’s Digest: Timeless Principles for Team and Organization Success. Jim Clemmer is an internationally acclaimed keynote speaker, workshop/retreat leader and management team developer on leadership, change, customer focus, culture, teams and personal growth. His Web site is www.clemmer.net.

In attempting to avoid the pain of responsibility, millions and even billions daily attempt to escape from freedom.

It takes real courage to accept full responsibility for our choices – especially for our attitude and outlook. This is the beginning and ultimately most difficult act of leadership.

The concluding line of the Serenity Prayer – “and the wisdom to know the difference” – is perhaps the toughest part of all. In our workshops with management teams we often get into lively debates about those things over which the group has the power to act. We attempt to classify them as belonging to three categories: No Control, Direct Control, and Influence. It’s rarely black and white. For example, we often underestimate the influence we might have in our organizations – or in the world at large. But as Robert Kennedy once put it, “Each time a man

NOVEMBER ’06

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Here’s the whole truth about competitive intelligence Competitive intelligence is defined as “an organized, structured, information gathering process that enhances strategic decision making.”

A well-defined CI strategy will give you a leg-up on future directions. It works whether you are a big player or a start-up.

It should become an ongoing activity of your marketing department both in good times and in times of crisis. While you can glean much information about your competition on the Internet, there is more to a CI strategy. Your CI strategy has broader objectives than your marketing strategy. The goal of your CI strategy is to uncover information that will guide decisions that affect your corporate future.

A competitive intelligence program at a trade show offers you a much greater breadth of information than simply checking out your competitors’ booths does.

BY BARRY SISKIND

T

ake this short quiz, answering ‘yes’ or ‘no’ to the following statements:

• Competitive intelligence is all about spying.

• A competitive Intelligence strategy is only for large companies.

• You need a competitive intelligence strategy when your business is in crisis .

•You can get all the competitive intelligence information you need by surfing the Web. •Competitive intelligence gathering is the same as conducting market research.

If you answered ‘yes’ to any of the above, read on…

Here are the steps you should consider when developing your CI strategy: 1. Determine exactly what kind of information you need.

Your CI objectives emanate from your perception of business threats. Ask yourself: “What is the biggest threat to my organization’s well-being? The answer to this will help you define a clear focus for your CI strategy.

The first myth of competitive intelligence (CI) is that it is nothing more than spying on the competition. We often see exhibitors approach another to obtain brochures, take photographs of competitors’ booths or new products, or to get snippets of information from booth staff. This alone does not constitute a competitive intelligence strategy.

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NOVEMBER ’06

Your team always needs to know exactly what you expect of them 2. Formulate specific questions.

These questions should clearly address the goals you set out in step 1. Questions that begin with ‘what’, ‘where’, ‘how’ and ‘why’ are good candidates for information gathering.

3. Create your CI team.

Often, people from various levels of your corporation will be attending a show. They can all form part of an effective team since they have different areas of expertise, access to different contacts and bring a diversity of personalities to the table.

4. Pre-show research.

Prior to the CI mission, you need to gather pre-show information to ensure that your goals are realistic, and to provide your team of mystery shoppers with valuable information as to how those goals can be met. Start with the show’s Web site where you can learn about exhibitors, visitors, association activities, media contacts and special programs.

5. Training your team.

Your team needs to understand exactly what you expect of them. A training program focused on CI skills and mystery shopping etiquette is necessary prior to the show.

6. Collate information.

Upon returning from the show, each mystery shopper will submit a report to one central person who will start to analyze this information.

7. Reporting Once the information is collated, it needs to be put into the hands of key decision makers in a timely fashion: Ideally, within one month of the show. Also, report the results to your CI team and give them your appreciation for a job well done.

The next time you exhibit at a trade show or corporate event, consider including a mystery shopping program to augment your CI strategy. If you do it well, you will be amazed at the benefits to your organization.

••• Reprinted with kind permission from the author. Barry Siskind is North America’s foremost trade and consumer show expert, president of International Training and Management Company, and the author of several books. Visit his Web site: www.siskindtraining.com or E-mail him at: barry@siskindtraining.com.

A QUICK BIT OF INFO...

Did you know that there has been a 10.7 % increase in business-related trips abroad by Canadians in the first three months of 2006?

NOVEMBER ’06

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Booking a speaker for your event Here’s some tips to ensure you choose the right person

• Ask to see the speaker’s information kit. This kit should include testimonial letters from various clients. Ask if the speaker has a promotional video/audio cassette available.

• Ask about the speaker’s experience. Have they spoken to a similar group before? Can references be provided?

A

re you thinking about hiring a speaker for your next event?

It may seem like a daunting task, but by asking the right questions and defining your needs, you will be able to determine exactly which speaker best fits with your audience. The following are some of the things to consider when engaging a speaker:

• Ask if there are additional travel expenses.

• Is there a contract to be signed? A retainer to be paid?

• Speak to the speaker directly. Tell them what you need, and ask how they will customize their presentation for your group. Be certain that the speaker feels comfortable with the time frame available.

• What type of speaker do you need? (celebrity vs. professional, Canadian vs. American) • What characteristics must the speaker possess? Do you want someone who is motivational, informative, humourous or entertaining and so on.

• Ask your agent their opinion or ask an agency for help – that’s why they are there.

These tips were reprinted with kind permission from Kelly MacDonald, a partner and senior vice president with Speakers’ Spotlight. You can contact her at 1-800-333-4453, ext. 205 or via their website at www.speakers.ca.

• What type of presentation do you need? (keynote, workshop, training, etc.)

• What is the topic? Be as specific as possible. Does your conference or meeting have a particular theme?

Traveler, there is no path.

Paths are made by walking

• What is your budget?

• Try to identify two or three speakers that interest you. Or have the agency recommend those speakers that fit your objectives.

• Are the recommended speakers available on the date required?

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16

NOVEMBER ’06

10 things you need to know about credit cards

BY LEO GERVAIS What do more than 80 per cent of households have at least one of in North America? Hint: it’s one of the the most common financial services available. If you guessed a credit card, you’re right.

And if you think you’re an average kind of person, you likely have eight charge cards of varying types in your purse or wallet.

Most people don’t use credit cards properly, treating them as cash as opposed to short term loans with very high interest rates. Here’s some tips to help you avoid credit card debt:

1. Pay by YOUR rules The “minimum amount due” is cleverly calculated to keep you fattening the bank’s profits for your entire adult life. A $4,500 balance will take 44 years to pay off, even if you don’t put another dime on the card. Oh, and the interest you’ll pay on that loan? A hefty $17,000.

2. A credit card is not cash Though your credit limit may add up to $40,000, that is not how much money you have to your name. (See also: “There are still checks in the register, so I must have more money to spend.”)

3. Acceptable debt Your debt-to-income ratio is the measure of how much debt you carry to how much money (after taxes) you have coming in. In the world of lending, it is acceptable to carry 25 % of your income in debt. Consider this example, though: Total credit card debt: $6,100 Total after-tax annual income: $30,000 Debt-to-income ratio: 6,437 / 30,000 = 20.3 % A 20.3% debt-to-income ratio is still high. The ideal number is zero. But at the very least you want to keep your debt – including car loans – to 15 % or less of your after-tax income.

4. Be wary of extra fees There are the obvious fees that banks charge – those incurred for late payments, overdrafts, ordering a replacement card, using a “convenience check,” or requesting an extra account statement. But there are also some less obvious, newfangled fees – ones that even the best customers should watch out for. When you transfer a balance – either to or from your card – you could get hit with a fee. Decided not to use your card for awhile? Your lender may hit you with an inactivity fee.

18

5. Use your leverage The customer is always right. Do you want a lower interest rate? Sick of paying an annual fee? Just ask! Your lender would likely rather keep you as a customer than shell out anywhere from $50 to $150 to acquire a new customer.

6. Know when to say when If you find yourself struggling to make even the minimum payments on your credit cards, stop using them. Then, try to roll your balance over to a credit card that charges a lower interest rate or negotiate a consolidation loan with your bank for ALL the credit card debt you have.

7. Get your credit report You have the power to see how you rate in the eyes of the banking world.

Your credit report and your credit score (a three-digit number based on your credit history) is used by lenders to measure your creditworthiness. The good news is that your borrowing transcript is at your fingertips. Check out what’s there to make sure that their are no mistakes on your record.

8. Be a two-card shopper Most people need only one or two credit cards: one for purchases they pay off each month, and another for emergencies (or business purposes). More than two cards is overkill.

9. Get rewards Many cards have programs that award air miles or gifts. Shop around, ask friends and do some research into what different cards offer. Rewards are generally tied to purchasing an item or service on the card, which may or may not include balance transfers, cash advances, or other special uses.

10. Teach credit restraint Teaching your kids the value and usefulness of credit can be done from an early age. Let them know that new video game wasn’t free but was paid for with a credit card, a useful financial tool that shouldn’t be confused with cash.

NOVEMBER ’06

How to Sudoku Sudoku (which loosely means “single number” in Japanese) is a deceptively simple yet addictive game of logic that consists of a nine-by-nine square grid, broken into three-by-three square cells. The object: 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

NOVEMBER ’06

Solution, page 41.

LEVEL: INTERMEDIATE

19

Solution, page 41.

Making information systems work for you podcasts could never attend class, but also never miss a lecture.

In academia this is not necessarily a positive feature of the technology, as it is easy to see how podcasts could become a convenient replacement for that 8 a.m. biology course.

The issues being raised in academia about the use of podcasts are similar to the ones raised about online programs – when the face-to-face classroom experience is eliminated, the ideological part of education is removed. Issues of intellectual property also surface when knowledge becomes commoditized and packaged into neat little media files.

Meetings industry podcasting

BY RODMAN MARYMOR, CMP, AND SARAH MCNEELY WITH CORBIN BALL, CMP, AND JEFFREY W. RASCO, CMP

A

pple’s iPods have become much more than just the cool new accessory for the young, high-tech set. Colleges and universities such as the University of Connecticut and Duke University are exploring the use of iPods and podcasts as academic aids and teaching tools, expanding the use of these personal audio devices from recreational to instructional.

In short, students can subscribe to a podcast provided by a professor. These podcasts can include lectures, videos, music, picture files— basically any type of class material that can be converted into a media file (such as mp3 or mp4). Students then use their iPods to play back the podcasted material. Hypothetically, a student with a digital media player and a subscription to professors’

Podcasting in the Meetings Industry Podcasting in the meetings industry, however, has fewer negatives attached to it.

Podcasting and the technologies associated with it seem to be custom-made for meeting professionals. The goal of podcasting is to distribute content to the people who need it in a format they can use easily.

This audience can be spread all over the world, but as long as they have Internet access they are not out of reach.

Associations can use this technology to help maintain group

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NOVEMBER ’06

Podcasting technology can function as a revenue generator cohesion and distribute information to members. Individual association chapters could also podcast meetings and events for members who are unable to attend. The podcasts could be made available for members any time there is new content on the chapter Web site or a new podcast is available. This would be an interesting way to remediate the e-mail blast that often accompanies an important announcement. A video or audio file could be placed on the chapter Web site, where subscribers could go to access it. This automated process could cut out the step of sending E-mails, and members could subscribe or unsubscribe to the podcast at any time.

At the planner level, podcasting technology can function as a revenue generator or a value-added feature for clients and attendees. In the days of analog recording, conference attendees would buy audio tapes of sessions they were not able to attend.

The sound quality was poor, and the fast-forward and rewind features made it difficult to isolate the content that was really needed. The content was there, it just wasn’t easily accessible.

Digitally recorded podcasts are a hypermediated version of the audio tape recording. They can include visuals such as slides or video from a session and additional content such as background information about the speaker that audio tape recordings just can’t provide. The digital format also allows the user to create his or her own experience with the media by picking and choosing what content they want to use.

emerging need and will create a common expectation among both experienced meeting professionals and the emerging generation for the delivery of digital media.

Pod Basics iPod: The iPod is a brand of portable digital media player designed and marketed by Apple Computer.

Podcast: Podcasting is the distribution of audio or video files, such as radio programs or music videos, over the Internet for listening on mobile devices (such as iPods) and personal computers. Podcasters’ Web sites also may offer direct download of their files, but the subscription feed of automatically delivered new content is what distinguishes a podcast from a simple download or real-time streaming.

Jeffrey W. Rasco, CMP; Corbin Ball, CMP and Rodman Marymor, CMP are principals of Tech3 Partners, a consultancy focused on providing solutions to diverse technology issues that impact meeting professionals. On the Web: www.tech3partners.com.

Sarah McNeely a is Web content developer for Wimberly, Texasbased Attendee Management Inc.

Printed with permission from Meeting Professionals International (MPI) and The Meeting Professional. Copyright 2006.

Tips for the Casting of Pods Dave Angeletti, chief marketing officer of Conference Archives, has tips on what associations, corporations and planners interested in podcasting should pay attention to. His company blazed the technological trail in bringing podcasting technology to the meetings industry with the National Retail Federation way back in 1999, before digital recording and podcasting were easy or accessible.

1. You must define your distribution model—will podcasting be a value-added feature or a revenue generator?

2. If you choose to archive content, make sure you have the resources you need, such as bandwidth and quality control.

Users are younger and more tech-savvy than ever, and they have high standards when it comes to digital media.

3. Recognize and identify similar content and bundle it together, particularly if you are charging for it. Bundling is more convenient for the user, and for added value can include presentation slides and speaker information.

Podcasting event proceedings will become more necessary and more common as college and university students move into the industry. When they come, they will bring their expectations for digital media, their needs for accessible information and their iPods. They will become members of MPI, chapter leaders and planners and suppliers – and they will expect to use and create digital content to provide and receive information.

Podcasting within the meetings industry will fulfill this

NOVEMBER ’06

21

!

Jargon Buster Techno babble demystified sponsored by Avtec Professional A/V Services

What is streaming media?

Streaming media: Streaming media is media that is consumed (heard or viewed) (mostly in the form of clips) while it is being delivered. Streaming is more a property of the delivery system than the media itself. The distinction is usually applied to media that are distributed over computer networks; most other delivery systems are either inherently streaming (radio, television) or inherently non-streaming (books, video cassettes, audio CDs).

In general, multimedia content is large, so media storage and transmission costs are still significant; to offset this somewhat, media are generally compressed for both storage and streaming.

A media stream can be on demand or live. On demand streams are stored on a server for a long period of time, and are available to be transmitted at a user's request. Live streams are only available at one particular time, as in a video stream of a live sporting event.

Source: Wikipedia

22

Industry News Tourism spending on the rise After more than a year of decline, tourism spending in Canada is slowly bouncing back. Statistics Canada recently reported that spending by foreign visitors in the second quarter of this year rose 1.6 per cent, after having fell 8.9 per cent over the previous five quarters. While visitors from abroad are spending more, domestic spending has dipped to a two-year low as Canadians increasingly explore foreign travel destinations. The number of Canadians traveling abroad increased for the fourth straight quarter.

Domestic spending rose 0.6 per cent in the second quarter of 2006, representing the smallest increase since 2002.

RECENTLY SPOTTED ON A SIGN The one thing that unites all women regardless of age, religion or money is that deep down inside we all need MORE SHOES!

NOVEMBER ’06

Industry News New rule, new 3 oz. container The outright ban on all your essential lotions and potions in carry-on luggage may have been lifted, but chances are you still have to adapt your packing technique for less hassles at security: That means using containers and bottles that hold no more than 3 oz., as required by the U.S. Transportation Security Administration.

A practical and cost-effective solution is to purchase a set of small, reusable bottles that can be filled up with your usual products. At Web sites like containerstore.com, you can pick up 2 oz. leakproof bottles for as little as 99 cents (US$) each.

Meanwhile, sks-bottle.com sells cool plastic bottles in amber, green and blue. They often require you to buy in bulk (so team up with a buddy or two), but 48 glorious blue bottles with silver caps are a bargain at US $22.56 for 48.

Expansion for NYC’s Javits Center A groundbreaking ceremony took place on Oct. 16 for the expansion of New York’s Jacob K. Javits Convention Center.

The US $1.7 billion project, due to wrap up in 2010, will expand the facility’s space by 45 per cent. In the plans are 340,000 added square feet of exhibit space, 180.000 sq. ft. of meeting space and 400,000 sq. ft. of prefunction space. Adding this to existing facilities, this means there will be a total of 1.1 million square feet of exhibit space, 210.000 sq. ft. of exhibit space and 940,000 sq. ft. of prefunction space. The expansion should make the Centre, located on Manhattan’s West Side, one of the largest conference venues in the U.S.

Our plans miscarry if they have no aim. When a man does not know what harbour he is making for, no wind is the right wind.

Lucius Annaeus Seneca, Roman Philosopher

$2.8 BILLION Amount of money Canadians spent overseas in the first three months of 2006 SOURCE: STATISTICS CANADA

NOVEMBER ’06

23

How to behave at an office party 8. Do not engage in overly intimate conversations.

9. Do not brag about professional or personal exploits.

10. If you exchange gifts, do not give a gift that has sexual con notations.

11. Listen, and allow others to speak.

BY GINETTE SALVAS

T

he holidays will soon be here with their endless schedule of celebrations including the infamous office party.

It is important to keep in mind that the office party, while considered a social event, is, first and foremost, a professional event. It is important to act as though you are appearing on a reality TV show, and that the cameras are on you all the time. Even if you don’t want to be seen interacting with others, rest assured that somebody will notice you and you could become the scapegoat of an inappropriate situation for at least the next year… It’s up to you to decide!

The office party may be the only opportunity during the year for you to meet with senior executives at your company.

Consider this event as the only opportunity to introduce yourself to management you do not have the opportunity to meet with regularly, and to make a good impression.

Advice: 1. Introduce yourself to new employees and facilitate introductions.

2. Do not spend the entire evening with your “clique.” Mingle!

3. Eat something before the event. This will help you to better absorb alcohol and to eat less during the event.

4. If the reception includes employees from other locations, wear a name tag on your right side indicating your name and the address of the location to facilitate introductions.

5. Know how to hold your glass, napkin and canapés in order to be able to extend a clean hand at all times.

6. Watch your language and appropriately censor conversation topics.

7. If you feel uncomfortable with conversation topics, change the subject or change groups.

8. Act as if you are being watched - because you are being watched!

9. If your spouse accompanies you and flirts with one of your colleagues, it’s time to leave!

10. If you dance, keep your distance!

11. Do not be the last to leave.

12.Thank the bosses and the party organizers. Stand out from others!

13. If you are a guest at a restaurant, ask your boss what he or she would recommend from the menu, and if you are the boss, ask your guests for suggestions. Make others feel comfortable.

The following are the most common mistakes made at office parties or restaurant gatherings: • Flirting with a colleague or boss • Drinking excessively • Gorging at the buffet • Expressing points of view or opinions you would otherwise keep to yourself • Wearing a plunging neckline and other suggestive clothing • Giving inappropriate gifts • Ordering the most expensive item on the menu because the boss is paying • Suggesting wines when you are a guest (the person who pays is the one who pays the tip and who selects the wines).

Some people avoid attending such events either because they are shy or not interested. This is a violation of the rules of etiquette to not attend the office party. A company that organizes an office party for employees expects everyone to attend and to behave in a professional manner. Your absence may indicate a lack of interest in your job or your employer and that could cost you a promotion. Instead, make the most of these events to show your bosses that you know how to behave and that they can trust you at social and professional events.

How to avoid drinking too much?

Slow down your drinking by alternating each alcoholic beverage with a glass of water. Choose beer or wine instead of mixed drinks, which enter the bloodstream more quickly.

Gifts

Things to avoid:

• Employees should not give bosses individual gifts. If you would like to give a gift, give a group gift.

• If you have an assistant, an aid or a secretary, give him or her a gift. This is a wonderful token of your appreciation.

• Avoid gifts that are too personal or expensive.

• If you do not give gifts to all of your employees but only to your closest collaborators, give these in private. And yes, it is important to open the gift in front of the person who gives it.

Have a great party!

1. Do not drink excessively.

2. Do not wear suggestive clothing (décolleté, mini-skirts, overly tight clothing).

3. Do not flirt.

4. Do not make a beeline to the buffet table and attempt to eat everything in sight.

5. Do not talk about other people.

6. Do not invite your friends or spouse to attend without first obtaining permission.

7. Do not complain about your colleagues, bosses, and corporate policies.

Ginette Salvas is the founding President of the École international d’étiquette et de protocole in Montreal. She can be reached at etiquette@ginettesalvas.com or 514-795-9775.

On the Web: www.ginettesalvas.com.

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NOVEMBER ’06

The eyes have it!

BY STACEY HANKE

connecting with the eyes of a family member, a friend or a coworker to convey one complete sentence or thought at a time.

Practice during meetings, dinner or group conversations.

• Practice talking only when you see a person’s eyes and pausing when you look away. When you’re in a meeting, make sure you pause when you refer to your notes and give your ideas only to the eyes of your listener(s). Avoid the temptation to speak to your listener’s shoulders or the top of their head, your PowerPoint slides or laptop.

Be aware of making eye connection when you’re in the following situations: • Visiting with family or friends • In meetings • In one-to-one conversations

Is it eye contact or eye connection?

H

ave you ever had a conversation with someone whose eyes dart away from your eyes as they’re talking to you? You wonder if they’re looking at the stain on your shirt or your hair that’s out of place. You begin to focus on where they’re looking versus what they’re saying.

When was the last time you consciously paid attention to the movement of your eyes when you were speaking to one individual, facilitating a small meeting or presenting in front of an audience? Do you make eye contact or do you connect?

Relationships are created from trust, and trust is communicated through the eyes. Would you trust someone who cannot maintain eye connection? Instead, we begin to lose interest in this person and we question their credibility and knowledge.

We wonder what they’re looking at or we walk away because we feel the message is not important to us.

Ask the person you’re speaking with to immediately give you feedback when your eyes dart or when you look away from them while you’re speaking. Practice pausing when you’re referring to a menu in a restaurant while the wait staff is taking your order.

When you’re speaking on the telephone, focus your eyes on objects within the room, using the object to complete a sentence or thought. When you practice slowing down the movement of your eyes and staying focused for a complete sentence or thought, the more immediate your new habit will be.

Take your time and pause when you move your eyes from one person to another.

To gain and maintain trust When your eyes dart from side to side, when you glance at the floor or ceiling to gather your thoughts, you’re jeopardizing a listener’s trust in you and your message. You’d be surprised at the number of individuals I work with who believe they have good eye contact when in reality they don’t lock their eyes with an individual long enough to create a relationship. Eye contact involves scanning the audience, looking above individuals’ heads or simply not completing a sentence or thought with one individual at a time. This is the difference between contact and connection; to gain and maintain trust, practice connecting with one individual for a complete sentence or thought. Take a moment to pause as you transition your eyes from one individual to another.

When you forget what to say, where do you tend to look? Yes, at the ceiling, floor or anywhere away from your listeners. When you disconnect with your listener, do you say “uh,” “um,” “well,” etc., which are referred to as non-words? At this very moment, you instantly communicate to your listeners that you don’t know what to say. You begin to lose trust and credibility.

Changing your habit from eye contact to eye connection takes practice and concentration. Without it you increase the risk of not creating or maintaining a relationship with your listener. If they don’t trust you as a partner, leader or motivator, they’ll never be influenced to take action based on your message.

Missing everyday opportunities to gain trust from your listeners is not worth another second to waste. Begin practicing the following techniques today to create a new and powerful skill for engaging and connecting with your listener.

• You’ll need feedback to help you develop this skill. Practice

Speaking to a Large Group When speaking to a group of 30 or more participants, you may not be able to see the eyes of everyone because of the room setup or lighting. How can you connect with every listener?

Select an area to focus on, and the listeners who are sitting within that area will feel as though you’re connecting with them. Think about a concert you may have attended where you weren’t seated in the front row. Did you ever feel the musicians were playing or singing directly to you?

One-to-One Communication Situations When speaking in a one-to-one situation, you’ll tend to connect with your listeners longer than in a group session. To avoid a discomforting “stare,” give your eyes and your listener’s eyes a break by looking away periodically. You may want to refer to your notes, visuals, sales aids, etc. Make sure you pause when you look away from your listener.

Eye connection allows you to conduct a one-to-one conversation with your listeners that’s professional and purposeful, no matter what distractions may be taking place at the time. When you’re focused in your eyes, you’ll be focused in your thoughts.

••• 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.

26

NOVEMBER ’06

Industry News Meal prices increase in the Big Apple The average price of a restaurant meal in New York City has increased by the largest margin since 9-11. Zagat Surveys LLC says the average bill per person has gone up to US $39.43 this year, up US $1.83 or 4.5 per cent from 2005.The city that never sleeps now has the largest average check size – which includes drinks, tax and tip – in the United States, where the average in 24 major markets is $32.53. But it’s still cheap compared to London and Paris, which average around US $70 a meal. Zagat said that expensive restaurants have pushed prices up, as have higher rent and gas prices. However, the survey indicated price was not the chief concern of NYC diners: It was the service, which scored lower than in recent years.

Tourism industry decries clawback of GST/HST rebate by Tory government The Canadian government’s announcement that it will eliminate by April 1, 2007 the six per cent GST/HST rebate on hotel accommodations and purchases to foreign travellers has put the country’s tourism industry up in arms.

The government says only about three per cent of visitors apply for the rebate, and that the program costs about $78.8 million per year. However, tourism advocates say that removing it

will encourage visitors – especially group tours and conferences from abroad – to take their business elsewhere. “The effect of this on the Canadian tourism industry would be worse than 9/11 and SARS combined,� Randy Williams, president and CEO of the Tourism Industry Association of Canada (TIAC), recently told the National Post.

In a speech made before parliament ‘s standing finance committee on Sept. 19, Williams noted that the tourism sector in Canada accounts for two per cent of gross domestic product, generates over $15 billion in taxable revenues each year, and employs 1.6 million Canadians.

TIAC, which represents more than 200,000 tourism-related businesses in Canada, says that the $78.8 million the government will save when it scraps the rebate is nothing compared to the amount of lost tourism revenue that will result. Tony Pollard, the president of the Hotel Association of Canada, told the Post that the government has risked costing Canada $218 million in lost hotel taxes alone. “They’re trying to save $78.8 million, but they’re losing $218 million. It doesn’t make sense.�

The industry is already struggling with a drop in visits from the U.S., which were 28 per cent lower in 2005 than in 2000, according to TIAC. Reasons include a robust Canadian dollar, growing fuel prices and confusion about border documentation requirements.

Ironically, the cut comes when other nations are ramping up their rebates in order to attract more travellers. So far, Pollard says Parliament has received more than 1,500 letters from hoteliers protesting the cut and that he will persist in his efforts to make the Conservative government reconsider it.

Toronto Central.

the intersection of business + entertainment

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27

districts

GOTCHA! PT. II The pitfalls of hidden conference costs and how to avoid them patch fees, so why do they keep showing up? Hotels, take note!

Although the cost is levied by the AV company, they in turn are billed by the hotel, and the fees can range in the hundreds of dollars each day.

An Ottawa planner had a surprise at an event in Banff, Alta. recently when the AV company presented her with their expenses for accommodations and per diem. Hidden cost?

Yes, but foreseeable in a remote area. Usually hotels will offer the conference rate or staff rate for any vendors that are on site and the planner must pass that cost onto the end client.

BY JYL ASHTON CUNNINGHAM, CMP Ed. Note: This is the second in a two-part series of articles. Last month, Jyl discussed the challenges of working with hotels and meeting venues. This month, she takes a look at how to deal with other types of suppliers.

Audio-visual Companies The following three quotes say it all: 1. “I am also beginning to get annoyed at "patch fees" to use an outside AV supplier even if there is no patch into the house audio.”

2. “Patch fees – I thought hotels had done away with them, but they still keep showing up.”

3. “I recently signed the hotel contract, but it wasn’t until I brought in my regular AV company to do the site inspection, that I was told there would be Patch Fees if we used the hotel audio system. So we told them we weren’t using their system, our AV company’s was much more sophisticated.”

It would seem that planners are definitely not happy about

Planners are definitely not happy about patch fees.

Décor Companies Happily there were not too many complaints regarding décor companies, and what few there were tended to be more about mark-ups than hidden costs. Planners found that they were paying more for linens and centrepieces than they would if they had sourced them directly. However, when asked if there was a management or ‘creative’ fee on the décor company’s invoice, usually there was not, which explains the markup.

Caterers Where planners have the most issues appears to be with ever-increasing rental costs of basic equipment such as ovens and cookware, which many feel should be absorbed into the cost of preparing a meal. Staffing costs are also on the list, as wait and cooking staff are often inexperienced but are charged at the same rate across the board.

It’s a vendor’s market out there though, as warehouse style venues remain top of the popularity list, putting caterers in

28

NOVEMBER ’06

Planners today need to have Kosher salt is serious accounting skills a favourite of chefs high demand. Expect to pay at least twice as much for a catered event than one in a hotel or banquet hall.

Many readers enjoyed our article “Catering Kosher Events” which appeared in the October, 2006 issue of The Planner. One reader inquired about the use of kosher salt, and how it differs from the regular table salt used in most recipes.

Kosher salt (or more correctly, Koshering salt), is one of the most commonly used varieties of salt in commercial kitchens today. Kosher salt, unlike common table salt, typically contains no additives (for example, iodine). Kosher salt has a much larger grain size than regular table salt, and a more open granular structure. There is no truth to the myth that kosher salt has less sodium than granulated table salt – both are virtually pure sodium chloride that always contains 39.3 per cent sodium.

Kosher salt gets its name not because it follows the guidelines for kosher foods as written in the Torah (nearly all salt is kosher, including ordinary table salt), but rather because of its use in making meats kosher by helping to extract the blood from the meat. Because kosher salt grains are larger than regular table salt grains, when meats are coated in kosher salt the salt does not dissolve readily; the salt remains on the surface of the meat longer, inducing fluids to leach out of the meat. Unlike pepper that has volatile, aromatic oils that can be released by grinding, salt remains the same no matter how ground up it is.

Kosher salt can be used in nearly all applications, but it is not generally recommended for baking with recipes that use small amounts of liquid. If there is not enough liquid, the kosher salt will not dissolve sufficiently, and this can result in small bits of salt in the resulting product. Conversely, to replace kosher salt with table salt in a recipe, the required quantity of salt should be reduced by half.

Chefs often prefer kosher salt because its texture allows the chef to pinch a larger quantity and evenly sprinkle the flakes on food.

The book What Einstein told his cook: Kitchen Science Explained has an excellent chapter entitled “The Salt of the Earth” that details koshering salt.

Transportation With rising costs of gas, liability insurance, security and government taxes, one of the biggest meeting expenses is transportation. Airfares have practically doubled on some routes, and as more planes are routed through Hubs, air travel has become increasingly longer and more inconvenient.

Whilst the costs are usually published on the ticket, the prices continue to creep up as yet another surcharge or agent fee is invented. Many companies leave delegates to make their own flight arrangements now, as they can often take advantage of frequent flyer points or seat sales.

Gratuities Gratuities are showing up everywhere these days, especially in hotels and on limousine or luxury coach invoices. Some planners find it necessary to hide these mandatory charges within the total invoice (kind of a reversed hidden cost) as many companies are appalled by the audacity of asking for a tip before a service has been performed. Although the CMP manual states that a gratuity is a ‘service charge’ and a tip is for outstanding service, to the procurement officer it is all money paid over and above the cost per head.

It is no wonder that planners these days need to have serious accounting skills. Trying to keep up with negotiations, bottom lines, refundable taxes, hotel levies, attrition clauses and every other cost designed transparently or otherwise to increase revenues is a full time job. It requires a clear head, a stiff drink and a degree in economics. And that’s just to read the hotel contract!

Jyl Ashton Cunningham is an associate editor with The Planner.

She is based in Toronto, Ontario.

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29

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at medium centers (100,000 to 500,000 sq. ft) added six per cent, and the largest halls (greater than 500,000 sq. ft) were stable at 19 per cent from the previous year.

According to the survey, growth in attendance at conventions and trade shows outperformed the demand for space, with all centers reporting a combined 3.2 per cent increase over the prior year.

The increase in convention center performance over the past three years reflects a positive outlook in the industry for events and attendance, said Robert Canton, a director in PricewaterhouseCoopers’s Hospitality and Leisure practice.

“Our research continues to show that, despite rising energy prices and continued concerns about travel, the industry has experienced a strong rebound in both demand for space and event attendance since 9/11 and the trend is expected to continue,” he said.

A review indicates that convention of the centers that responded to both the 2000 and 2006 survey, more than 60 per cent are currently generating greater levels of demand for exhibit space than they did in 1999-2000, said Canton.

Industry News Now you can become a CMMM Come winter, interested individuals will be able to take the certificate programme for a Certified Medical Meeting Manager (CMMM) designation, a new certificate offered by PMPN, a network of independent medical meeting planners.

The CMMM, a pilot programme, is awarded based on an online, timed test covering both general meetings topics and issues specific to medical meetings of all kinds. The certificate is designed to complement the CMP and CMM, so planners with those designations are allowed to skip the general part of the test.

After the first scheduled test for this winter, the next one should be offered again in March or April. PMPN owner and chairman James Montague is looking for an independent accrediting body to legitimize the programme further.

Increased demand for convention centers

You CAN hide those peering eyes

Results of PricewaterhouseCoopers’ annual survey of North American Convention Centers indicate an increasing demand for convention centers following industry-wide declines from 2000 through 2002.

Convention center events experienced an increase of over two per cent from 2005 to 2006, following a higher increase of 16 per cent in the year before. Smaller convention centers (those with less than 100,000 sq.ft of exhibit space) topped other size categories, with 17 per cent increase, while demand

When working on your laptop during a flight, have you ever got the feeling that your seatmate is looking over your shoulder as you type away? Well, you’re probably right.

A recent survey commissioned by 3M of 600 business travellers found that 45 per cent admit to sneaking glances at other people’s screens in public. 3M’s reason for doing the survey?

They are now selling a privacy filter to remedy the problem.

On the Web: www.3mprivacyfilter.com.

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NOVEMBER ’06

You can take steps to avoid catching a cold this winter A

recent study at the University of Virginia has found that when some hotel guests check out, they leave some of their least-valued possessions behind: Cold-causing rhinoviruses.

The study, supported by the makers of Lysol, found that up to one-third of objects touched by cold-sufferers in hotel rooms, from light switches to coffee machines, door handles, pens, and even shower curtains, had become contaminated by viruses.

Researchers had 15 people with colds spend the night in individual hotel rooms.

Immediately after checkout, 10 objects they said they had contact with were tested.

“We know that viruses can survive on surfaces for a long time – more than four days,” said Birgit Winther, an ear, nose and throat specialist at the university recently told the Associated Press. “We were surprised to find so many.”

What they found was that seven of 14 door handles had viruses, as well as five of 15 phones, and six of 15 light switches. Tests on TV remotes and faucets had resoundingly positive results.

AP also reported that some hoteliers, such as Hilton, say they have strict policies as to how rooms are cleaned between guests. “We do wipe everything down, from the remote control to the telephone,” Michelle Pike, corporate director of housekeeping for Hilton, told the news agency. However, while there may be standards for cleaning in place, there aren’t any for disinfection.

Though you are more likely to catch a cold at home than in a hotel room, there are many things you can do to avoid infection. The first? Good old-fashioned handwashing.

It sounds elementary, but most of us don’t do it often or thoroughly enough for it to be effective (read the tips at right).

Although germophobes will gravitate toward antibacterial soaps, regular soap works just as well and doesn’t increase microbe resistance, making them harder to fight in the future. Hands should be washed especially after using a public washroom, before and after a meal as well as contact with children, pets or the sick.

The risk of infection can be reduced by not touching your

NOVEMBER ’06

nose, eyes or mouth with your hands. If you don’t always have access to a sink, hand sanitizer found in drugstores is a suitable alternative. However, to work it must contain alcohol and be used properly: You must use at least half a teaspoon, or enough for your hands to feel uniformly wet. Then, rub together covering all surfaces until dry.

If public phone receivers make you anxious, try packing disinfecting towelettes that can also be used on hands.

After hygiene, your second best offense against a cold (or flu, for that matter) is to get plenty of sleep and eat nutritiously (read: Lots of vegetables). Both these activities will help your immune system to take on all comers.

Finally, though its actual efficacy is hotly debated in the medical literature, immunityboosting herbal Echinacea can’t hurt your chances of staying healthy. Though it’s not for everyday use, many people will take it for a week or two at a time during the cold season, or after contact with an infected person.

If you follow these simple protocols wherever you are, chances are you will spend more time enjoying your events and the holiday season and less in your sickbed.

Tips for an ideal wash • Wet hands with warm, running water and apply liquid or clean bar soap. Lather well.

• Rub hands vigorously together for at least 15 seconds.

• Scrub all surfaces, including the backs of hands, wrists, between your fingers and under fingernails.

• Rinse well.

• Dry your hands with a clean or disposable towel.

•Use a fresh disposable or clean towel to turn off the faucet.

SOURCE: The Mayo Clinic

31

Aeroplan changes irk fliers

Industry News

Are you one of those people who has hoarded a few thousand Aeroplan air miles in the hopes of one day saving enough miles for that first-class trip to Fiji with Air Canada? Well, hope no more.

Aeroplan’s Income Fund announced recently that its members will automatically lose their miles after seven years if they don’t use them. And starting January 1, 2007, air miles will carry a “date stamp” with a seven-year expiry from the month that those miles are collected.

Aeroplan has more than five million “active” members.

Inactive members are currently defined as those who don’t earn or redeem miles for three years. In another recently announced change, Aeroplan members who haven’t earned or redeemed any points in a one-year span will lose all their points, starting in the 12-month period leading up to July 1, 2007. Accounts that are dormant for one year will be closed and all accumulated mileage stripped away.

Many members have complained about the changes. One, Jonathan Carroll, who owns an on-line vacation firm, says he is being penalized for being a loyal customer.

“Aeroplan is leaving the consumer by the wayside,” he said.

Aeroplan emphasizes that for a $30 fee, plus 1 cent per restored mile, consumers can have their points reinstated. In addition, the program will offer greater flexibility for consumers seeking to book trips.

Aeroplan also announced a 12-per cent increase in its distributions to unitholders through the “Classic Flight” rewards. In effect, Aeroplan members now have “unrestricted access” to Air Canada seats, as long as they cough up more air miles from their accounts – typically at least 33 per cent more points to travel.

The rival Air Miles loyalty program doesn’t have expiry rules that require members to stay active, and it has no time restriction that leads to points being forfeited, according to an Air Miles spokesperson.

On the Web: www.aeroplan.com.

On the Web: www.airmiles.com.

Hotel guests angry over Wi-Fi If you are a hotel manager out there and charging your paying guest for Internet access while at the hotel, you should know there is a growing frustration among your customers.

According to a silicon.com poll, more than half of respondents believe hotels must stop charging paying guests altogether for Internet access. Most customers call it a “rip-off” and a staggering 98 percent of respondents said charges are too high.

Only two percent of respondents said those customers who want Internet access should have to keep paying the extortional hotel fees while others were pessimistic in their response, suggesting hotels will simply add the costs to other charges and expenses.

More revealing is the 20 percent of respondents who said customers will start going elsewhere, as Internet access fees could be cheaper at other locales for those booking hotels.

If hotels want to continue getting some revenue from Web access it will be from the 24 per cent of respondents who said hotels could still charge more for Internet access.

Some respondents simply say large hotels have no excuse because large business traveler hotels have the IT infrastructure in place and if they are positioning themselves as a business traveller’s hotel, then not providing free broadband access is unacceptable in today’s tech savvy world where a plethora of options is available to the savvy businessperson.

Travel & Leisure’s Top 10 Cities in North America reveal readers’ tastes The popular Travel & Leisure magazine’s 11th annual readers’ survey came out recently and one of the surveys was about the Top 10 Cities in the U.S. and Canada. Here’s the list, with the total score out of 100 listed beside it: 1. New York 2. San Francisco 3. Chicago 4. Charleston, South Carolina 5. Santa Fe 6. Vancouver 7. Quebec City 8. Victoria, B.C. 9. Montreal 10. Seattle

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84.75 84.29 82.52 82.48 82.06 81.45 80.98 79.92 79.46 79.05

NOVEMBER ’06

Are you too busy to be productive?

BY JEFF MOWATT

L

et's be frank -- if you work for a company, then your primary goal is to make money. Period. You may have secondary goals to serve the interests of your customers, employees, and be a good corporate citizen, but your number one priority is strictly return on investment. Profit.

When I speak at conventions and meetings on how to boost profits through customer retention, I often find that business owners and managers don't have their priorities straight. The result is they lose customer loyalty, face increasing operating costs, scramble to replace staff turnover, and struggle just to keep up to the competition. They may work hard and think positively, but their impact is marginal.

On the other hand, by simply realigning their priorities managers can lead their company or department in a way that builds customer and staff loyalty, reduces operating costs, makes more money, and serves as a model corporate citizen.

You won't have to work any harder; just smarter. To find out how, answer the following questions according to your current practices. Then read the accompanying suggestion for the best way to optimize your time and effectiveness.

What is normally your first task of the day? a) returning phone calls b) administrative paperwork c) work on strategic projects d) dealing with customers e) responding to employee requests Your first priority of the day should be c) working on strategic projects designed to prevent problems and increase profits.

Typically however, managers put off strategic work to do other work that has a deadline. They confuse urgency with importance.

It's always easy to put off work that's strategic in nature because the deadline is usually non-existent or not urgent, and strategic work requires something many of us prefer to avoid - thinking. The problem is that if you continually put off projects designed to increase profits or reduce problems, then you end up having more crises to deal with. So you get caught in the vicious cycle of crisis management.

“A lot of managers and business-owners secretly love putting out fires because it makes them feel like heroes. In fact, they live in a fools paradise; treating symptoms every day rather that curing the disease."

Doing strategic project for the first 1 to 1.5 hours of your day puts you in proactive mindset. Even though crises may spring up during the day, at least you have the comfort of knowing you're doing something to prevent these problems from reoccurring. In other words, doing strategic project work gives you a sense control and a feeling that that there is a light at the end of the tunnel.

When I speak at seminars about the hour and a half of uninterrupted strategic project work, I often hear a chorus of protests from the audience. People talk about the emergencies

NOVEMBER ’06

that require their attention.

The truth is, unless you work in emergency services, there is almost no problem or 'crisis" or customer request that can't be handled by someone else in the organization, or wait a mere hour and a half for your personal attention. Realistically, you'll accomplish more in that hour and a half of strategic project work than the other 7 hours of crisis management combined.

Of your project work, which do you typically work on first? a) the one with the most pressing deadline b) the one that's the easiest to do quickly c) the one that will generate the most profits over the long term Obviously, you should work on c) the project that will generate the most profits over the long term. That's what you're in business for. Ironically, most managers don't do it. They react to deadlines -- submitting to the tyranny of the urgent.

It's fine to work on projects with urgent deadlines, but at least spend the first hour on the long term profit project, then work on the other projects with the urgent deadlines.

Administrative activities are some of the most important tasks as a manager a) true b) false Answer: b) false. Adminis-trivia is the day-to-day organizing of money (cash flow) manpower- (scheduling) and machinery (inventory). It's the tedious, mindless reporting and paperwork that simply has to be done. And it's the lowest form of work for any manager. It should be automated, delegated or outsourced. If you are doing this work yourself, you are a clerk -- not a leader.

The path of least resistance The problem is that adminis-trivia is seductive because it's easy to do and it usually has a deadline. Ditto for dealing with customer requests that should be handled by your employees.

They are paths of least resistance. Long term strategic project work, on the other hand, requires concentration, vision, and rarely has an immediate deadline. A classic example is developing an ongoing staff-training program. You can put it off indefinitely and still look busy doing paperwork. The consequences are that the rest of your day is spent in crises management because your front line staff isn't properly trained.

The bottom line is that to be an effective manager, you don't have to be the most intelligent, the most enthusiastic, or even the hardest worker. You simple need to learn how to organize your working day so that you're less busy and more productive.

••• This article is based on the critically acclaimed book Becoming a Service Icon in 90 Minutes a Month, by international speaker and customer service strategist, Jeff Mowatt. To obtain your own copy of his book or to inquire about engaging Jeff for your team, visit www.jeffmowatt.com or call 1.800.JMowatt (566.9288).

33

Sparkling events happen with champagne “Come quickly, I am drinking the stars!”

A Champagne flute is essential, not only for the refined appeal to the eye and the hand, but mainly because it allows for ideal effervescence, and allows the bouquet to demonstrate its full power. The tulip shape is preferable to the widemouthed cup, which allows the bubbles and the aromas to dissipate too quickly.

Dom Perignon

BY ANNE BIARRITZ

D

om Perignon is credited with introducing Champagne in the late 17th century, near the town of Epernay in France, and the history of this sparkling wine has been intertwined with royalty ever since. For centuries, wines from Champagne have been associated with the most prestigious events from the first coronation of a King of France in the Champagne region to the hundreds of pints that were offered to Louis XIV. A symbol of sophistication and excellence, Champagne is highly sought after around the world. It can only truly be called “Champagne” if it comes from a strictly defined region and adheres to the common rules of production that were introduced at the start of the 20th century. Its heritage is closely guarded by the Champagne Appellation d’Origine Contrôlée – the hallmark of its authenticity, its quality, and the passion of the winegrowers and Champagne houses for developing and sharing its virtues.

Today, Champagne is readily available thanks to its great diversity and the extent of its worldwide distribution.

However, although everyone is well aware of its high-class reputation, not everyone knows what bottle to select or how to serve it. Here is some information that can help to add some extra sparkle to your next celebration.

Families of Champagne There are four main families of Champagne. They are easy to remember, because each family is defined by its key characteristics.

- Champagnes with Body are powerful and intense, with a full-bodied aroma and muscular taste. Their colour is a deeper golden yellow.

- Champagnes with Heart are warmer, more generous sparkling wines that range in colour from yellow to pink. They are more mellow, emanating a sweetness that lies somewhere between honey and candied citrus.

- Champagnes with Spirit are delicate, with lighter, lively bubbles. Their yellow colour has a tint of green, and they exude a hint of fresh fruit, citrus, or almond.

- Champagnes with Soul are more mature and complex.

Made from rare vintages and special blends, their colour is amber, and their bubbles are extremely fine. The delicate, richly spicy flavour reflects their maturity.

Accompaniments Planning a banquet, a year-end party, or a large reception?

Champagne is a genuine source of inspiration for creating an aura of the good life and giving your guests a thrill. Not only is it refreshing, and a great way to start off an TATISTICS event, but it also goes well with a wide variety of food flavours and texAround the tures, which gives you world, 10 many serving options.

Champagne corks As the holiday season approaches, crayfish, rock are popped every lobster, scallops, lobster, second. and oysters are a perfect match for this sparkling It takes the wine thanks to their fine, tender flesh and flavour equivalent of all of that is reminiscent of the the fruit from one sea. Aside from seafood vine stock to proplatters, other possibilities duce one bottle of include poultry or game, an assortment of tasty, imaginaChampagne! tively created hors d’oeuvres, and desserts and pastries.

S

Taste tip

Serving Champagne

Subtly combine your wine with dishes that are more or less spicy, served with or without sauce, lighter or heavier on the palate – whatever best matches the family of your Champagne.

Every year, more than 500,000 visitors explore the 200-plus km of cellars and chalk pits where more than 1 billion bottles are stored.

Champagne should be served chilled, but not iced. Plunged into a bucket of ice water or a container that is capable of holding several bottles for 20 minutes, Champagne should be served at 8°C to 10°C in order to more readily release its bouquet. More mature or vintage Champagnes should be served at approximately 10°C.

Stimulate your senses and learn more about Champagne: Visit www.champagne.fr (available in French and English).

34

Canada imported the equivalent of 1.2 million bottles of Champagne in 2005 – a mere fraction of the 36.4 million bottles that were imported by the United Kingdom.

NOVEMBER ’06

BOOK REVIEW The Power Of Nice: How to Conquer the Business World with Kindness

BY HARRIET WEZENA

A

re you nice to your employees even if they are at the bottom of the food chain? How about your competitors?

Contrary to the conventional belief that you can’t be successful in business while being nice, Linda Kaplan Thaler and Robin Koval demonstrate that it can pay off in their book The Power Of Nice: How to Conquer the Business World with Kindness.

In chapters one and two they talk about “the power of nice” and the “six principles of the power of nice.” They argue that contrary to popular belief, “nice” doesn’t mean Pollyanna and passive or wimpy, and that nice is definitely not ‘naïve’. Rather, “nice is the toughest four-letter word you’ll ever hear.”

It means moving forward with confidence, compassion, consideration, and empathy. For the authors, “positive impressions are like seeds. You plant them and forget about them, but underneath the surface they‘re growing and expanding.”

In other words, the power of nice lays

NOVEMBER ’06

the groundwork for many opportunities down the road. They outline six Power Of Nice principles including “you just never know,” “nice must be automatic,” and to be careful not to spread negative impressions: They are like germs that will be transmitted back to you in the future.

In business, you are usually wrapped up in succeeding that you don’t bother to help your colleagues get their slice of the pie. The authors advise individuals to share information and insights when the time is right, for greater success.

Behaviour in the business world is often ruled by “The law of the jungle,” but “co-operation is as much as a successful strategy for the boardroom as it is for hunting down prey,” they emphasized.

Chapter five, “Help Your Enemies”, is devoted to encouraging you to help your adversaries (such as competitors and ex-bosses that fired you) and turn them into friends and allies. Some proposed strategies include complimenting your competitors, treating today’s adversaries like tomorrows allies, making friends before they can become

35

enemies.

Tell the Truth! Linda and Robin agree in chapter six that telling the truth is the most direct route to getting ahead in the world, though sometimes it’s tough for us to do so for fear of hurting peoples’ feelings or hurting ourselves. But faking it doesn’t make it. What you have to do is to be true to yourself and ask for help if you need it.

First you have to “fine-tune your instincts” to be in touch with your emotions. Your gut your body’s alarm system that steers you away from bad decisions. Unfortunately, many of us are disconnected from our true instincts due to the overload of ‘expert advice’ and have lost the ability to hear our own voices.

It’s time to reconnect.

The 116-page book is testimony that taking the energy to be nice is well worth the effort. The bullies and braggarts might appear to win in the shortterm, but long-term nice guys finish first. So forget all those business guides that say you have to act like a barbarian to get ahead, and join the authors as they pass out flowers and chocolates. The Power Of Nice can change your life.

Book: The Power Of Nice: How to Conquer the Business World with Kindness Authors: Linda Kaplan Thaler and Robin Koval Publisher: The Doubleday Publishing Pages: 116 Price: US $12 on www.amazon.com

Improving staff productivity is work any circumstances, make time for yet another stupid meeting.

Here’s the recipe for staff meetings to serve the needs of teams with about 4-8 members. It’s 100% guaranteed to deliver desired results after two months! As seen on national TV! Endorsed by several well known management gurus! Certified by long haired cult leaders! Your total investment in time and suffering? Not 100 hours, not even 50 hours! Yes, ladies and gentlemen! This management strategy is yours for the incredibly low price of less than 5 hours of your time every month. If it doesn’t work? Send me a nasty E-mail. I’ll file it appropriately.

1) Pick a weekly time slot: Time required? 45-60 minutes.

When? Monday mornings or Friday afternoons work best. The former sets the team up for the coming week; the latter provides closure on the week, while the events are fresh in everyone’s mind. My preference is for 10 a.m. Monday.

2) (The most difficult ingredient) Every team member, especially the team leader/manager attends the weekly meeting, on time, with an obsessive compulsive dedication approaching fanaticism. While it is unreasonable to ask for a ‘no excuses’ policy – life doesn’t work that way – this is certainly the ultimate goal. It is also the most important ingredient in the recipe.

If the meetings are not religiously regular, this recipe will collapse into ruin like a poorly cooked soufflé.

To impress the importance of attending the meeting, and yet provide some limited flexibility you could, if a sense of humour exists in the organization, hand each team member three (3) elaborately designed GOOM (Get out of Meeting) cards to last them for a whole year of meetings.

3) The Agenda. This need not get too formal. Impose only enough structure to support the process. There are only three items addressed by each participant. i) What happened with respect to their objectives since the last meeting? ii) What challenges did they encounter last week and how did they handle them? iii) What are their objectives for the coming week?

4) Minutes. Record the members in attendance, the stated objectives, challenges encountered, and solutions proposed and implemented.

Admittedly this doesn’t sound like very much, but based upon repeated personal experience, the results are nearly always surprisingly effective.

How does it work? Obviously the public statement of objectives sets expectations and goalposts. By focusing attention on specific goals, it increases the likelihood they’ll be achieved.

The airing of challenges allows others to contribute their ideas on how to solve these problems. More importantly, it keeps everyone in the loop. Knowing that others also have problems and expertise increases the sense of working together.

But, perhaps the single most important benefit is the simple act of regularly getting together as a team once a week, to talk and share and learn from the joint work experiences. I’ve yet to find any strategy capable of delivering the same level of cohesiveness for an equally small investment in time.

BY PETER DE JAGER

H

ow does a manager improve staff productivity? Or increase the amount of staff training under reduced budgets? Or instill team spirit, or at least entice staff to work together more effectively and, perhaps if we’re lucky, enjoy the act of mutual co-operation?

These three reasonably diverse questions are each complex enough to keep a manager occupied for a decade or so with well intentioned mistakes, study and practice. While there are many approaches to each issue, there’s a single, relatively simple strategy which addresses all of the above, requiring only a little sliver of planning and admittedly a bigger slice of dedication. Welcome to the weekly staff meeting.

Having sat through a few meetings in my time I would not be surprised if the initial response to this idea was: Aargh! Not another meeting! They’re a totally useless waste of time, and used only as CYA and a way to stop things from getting done, and besides, I don’t have time to sit in a room for hours on end… I have real work to do!

Nor could I completely disagree with anyone who held a disparaging opinion of meetings, because most of them are aptly described by the above caustic complaint. However, weekly staff meetings serve a different purpose. They are also, strangely enough, most effective in those chaotic environments where everyone – including the manager – believes they cannot, under

© 2003 Peter de Jager is a management consultant, speaker and he’s in a meeting right now, contact him at pdejager@technobility.com.

36

NOVEMBER ’06

Some good farmer’s advice Your fences need to be horse-high, pig-tight and bull-strong.

Keep skunks and bankers at a distance.

Life is simpler when you plow around the stump.

A bumble bee is considerably faster than a John Deere tractor.

Words that soak into your ears are whispered... not yelled.

Meanness overnight.

doesn’t

just

happen

Forgive your enemies. It messes up their heads.

Do not corner something that you know is meaner than you.

It doesn’t take a very big person to carry a grudge.

You cannot unsay a cruel word.

Every path has a few puddles.

When you wallow with pigs, expect to get dirty.

Remember that silence is sometimes the best answer.

Live a good, honorable life. Then when you get older and think back, you’ll enjoy it a second time.

Don’t interfere with something that ain’t botherin’ you none.

Timing has a lot to do with the outcome of a rain dance.

If you find yourself in a hole, the first thing to do is stop digging.

Sometimes you get, and sometimes you get got.

The biggest troublemaker you’ll probably ever have to deal with watches you from the mirror every morning.

Always drink upstream from the herd.

Good judgment comes from experience, and a lotta that comes from bad judgment.

Letting the cat outta the bag is a whole lot easier than putting it back in.

If you get to thinking you’re a person of some influence, try ordering somebody else’s dog around.

The best sermons are lived, not preached.

Live simply. Love generously. Care deeply. Speak kindly. Leave the rest to God.

Most of the stuff people worry about ain't never gonna happen anyway.

Wealth is not theirs that has it, but theirs that enjoys it.

Don’t judge folks by their relatives.

NOVEMBER ’06

•••

37

T

his month’s Planner survey reveals what type of service planners prefer, traditional or more contemporary. The following table illustrates that planners still prefer traditional service manners. We hope people in the service industry are reading...

The Question: In terms of service manners, which do you prefer?

1. A traditional, more formal style of service e.g. “With pleasure, Madame.”

2. Or a contemporary, more relaxed style of service E.g. “Sure, no problem.”

38

NOVEMBER ’06

Websites of interest

DATEBOOK

Become your own travel agent www.expertflyer.com Did you ever wonder how you can access the most flexible flights, best rates and qualify for upgrades? Now, you can do it on your own over the Internet. This new service lets you bypass your travel agent to get a peek into the stockrooms of most major airlines. One bonus of this is that it can help you to nab the cheaper, unpublicized and more flexible fares that you wouldn’t be able to access on the airline’s Web site. The site is currently geared to industry professionals and starts at US$4.99/month, but a consumer version is anticipated shortly.

Upcoming Events NOVEMBER 28-30 European Incentive & Business Travel Meetings Exhibition, Fira Gran Via, Montjuic 2, Barcelona, Spain.

Contact: (011) 44-20-8910-7870, www.eibtm.com.

NOVEMBER 28-30 International Association of Exhibition Management, Expo! Expo!, San Diego Convention Centre. Contact: (972) 458-8002, www.iaem.org.

Battling jet lag www.antijetlagdiet.com/step1.aspx Jet lag occurs because the body cannot automatically realign its normal rhythms. The speed at which the body readjusts itself to new daylight, darkness hours, and eating and sleeping patterns is entirely dependent upon the individual. This Web site offers a diet that apparently aids in battling this common travel hangover.

NOVEMBER 30-DECEMBER 3 Society of Incentive & Travel Executives, International Conference, Hotel Rey Juan Carlos, Barcelona, Spain.

Contact: (312) 321-5148, www.site-intl.org.

DECEMBER 4-7 International Luxury Travel Market, ILTM 2006, Palais des Festivals et des Congrès, Cannes, France. Contact: (011) 44-208-910-7917, www.iltm.net.

Farecast: Your new crystal ball www.farecast.com Recently placed among the top trip-planning tools at BusinessWeek.com, Farecast finds the lowest fare on a route for trips in the next three months that last between two and eight days, and can also show you how much you’ll save if your dates are flexible. Right now it only works for flights originating in Boston and Seattle, but it aspires to go America-wide by 2007.

JANUARY 5-7 Association for Convention Operations Management, Annual Conference, Westin Harbour Castle, Toronto, Ont. Contact: (609) 799-3712, www.acomonlineorg.

JANUARY 20-23 Meeting Professionals International, Professional Education Conference, New Orleans, La. Contact: (972) 702-3000, www.mpiweb.org.

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

Email us at info@theplanner.ca.

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Hotel News

within that features details such as ponyskin pillows, edgy geometric shapes and ample ambient lighting.

Its décor takes its cue from nature, incorporating elements of fire, ice, earth and sky to incredible effect with features such as tactile, textured walls. An alabaster marble fireplace in the lobby take the chill out of Jack Frost’s bite on a cold winter’s night, and plays foil to a fire-lit ‘ice’ sculpture that holds court nearby. Meanwhile, a cool trip-hop soundtrack permeates the atmosphere.

The entire second floor is dedicated to meeting and conference space, and is every bit as gorgeous as the rest of the hotel.

Four rooms offer between 200 and 1060 sq. ft. can accommodate groups of various sizes, and are equipped with integrated AV services including highspeed and wireless Internet. The St. Paul is fully equipped to handle banquets, and also offers use of an atrium for cocktail parties, or its bar, Cube2.

On the Web: www.hotelstpaul.com

Trump to open new hotel in Mexico The ubiquitous Donald Trump is at it again. His next target?

Mexico’s Baja peninsula. The Trump Organization plans to start construction by the end of this year on the new Trump Ocean Resort Baja Mexico, a 526-room condo resort 30 miles south of San Diego, Calif. Although the amount of meeting and conference space has not yet been determined, we do know that the property will be equipped with all the classic resort trappings, including a spa, tennis courts, infinity pool and lobby bar and lounge. It is slated to open in late 2008.

Hôtel Godin joins the Preferred Hotel Group

Hotel St. Paul ups its cool quotient One of Montreal’s most sumptuous boutique hotels has been dubbed one of the planet’s 10 Hippest Hotels by www.ehotelier.com. The Hotel St. Paul took fourth spot in the ranking that placed New York’s Hotel Gansevoort first followed by London, England’s Surreal Sanctuary and THEhotel at Mandalay Bay in Las Vegas.

It’s only the latest trophy in an already brimming case for the St. Paul, which has garnered accolades for everything from its chic modern design to its award-winning French restaurant, Cube. Located in Montreal’s dreamy Old Port, the hotel’s historic turn-of-the-century exterior belies the ethereal design

Montreal’s Hôtel Godin recently became the first Quebecowned hotel to land membership in the Preferred Hotel Group. Now it keeps good company with Vancouver’s Metropolitan Hotel, Toronto’s SOHO Metropolitan Hotel and the Arc Hotel in Ottawa, the only other Canadian hotels to gain entry to the prestigious network that encompasses 120 independent hoteliers around the globe. The Hôtel Godin, with its 136 rooms and 12 suites, is considered a boutique establishment by the network. For planners, it offers conference rooms that can accommodate up to 150 people, all equipped with state-of-the-art technology right next to Montreal’s chic St. Laurent Boulevard. To get past the proverbial velvet rope into this club, hotels must have outstanding design, client service and rooms of exceptional quality.

On the Web: www.hotelgodin.com

Mandarin Oriental back in business Mandarin Oriental Hong Kong’s eponymous flagship hotel reopened on Sept. 28 following a massive US $140 million renovation and restoration project that saw it closed. The hotel, situated in the centre of Hong Kong’s business district, says it has upgraded its world-renowned luxury services and décor while maintaining the property’s trademark grandeur that has been its hallmark since 1963. The hotel boasts meeting space for up to 600 people, a 14-seat boardroom and four function rooms.

Golden Tulip unveils new brand The Golden Tulip Hospitality Group has developed a new luxury brand known as Royal Tulip. The first property in the line, the five-star Royal Tulip Amsterdam Symphony, is slated to open in the heart of that city’s business district in 2009.

Designed specifically to attract business individuals and groups, the hotel will have 210 guest rooms and four meeting rooms for up to 355 delegates.

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Hotel News Fairmont Hotels goes planner friendly To acknowledge that meetings are a key part of its business, Fairmont Hotels recently launched a new Web site dedicated to exclusively to meeting professionals: www.fairmontmeetings.com. The site features a search tool that will help you to choose and book a venue by virtually snapping your fingers, and includes an interactive floor plan of facilities, tourism bureau information, hotel fact sheets and more destination information than you can shake your agenda at. With an eye to attracting and assisting international clients, the hotel has expanded Fairmont.com with several multilingual micro-sites in Japanese, Spanish, German and French. It is considering adding Arabic and simplified Chinese later this year.

Starwood introduces Element hotels In a highly anticipated announcement, Starwood Hotels and Resorts Worldwide recently announced the new moniker for its Westin extended-stay brand, formerly known as Project ESW. The first of the new generation of Element hotels will open in Lexington, Mass. In 2008. An additional 150 development projects are in the works, and will be introduced into diverse yet stable and proven markets such as airports, business parks and corporate centres in Asia, Africa, Europe, the Middle East and the United States. All will be smoke-free, and feature the best of both worlds: Tranquil design inspired by nature, and modular furniture to facilitate multitasking.

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Beantown’s Ritz-Carlton on the block A spokesperson for the Ritz-Carlton Boston recently confirmed that talks are under way to sell the historic 273-room property to the Indian Hotels Co., an arm of the Tata Group. This would add the Ritz, which stands at the western side of Boston’s Public Garden, to the Taj Hotels Resorts and Palaces portfolio. Vice chairman of Indian Hotels R.K. Krishna Kumar suggested the transaction would go through the company’s New York-based subsidiary for US $170 million.

Fairmont revamps top Canadian properties ‘Spring cleaning’ took on new meaning for Quebec’s Fairmont Château Montebello, which received refurbished and updated meeting facilities in early 2006.

A new spa featuring the latest treatments was also included in $2.1 million worth of renovations. Fairmont’s Jasper Park Lodge also received a facelift to the tune of $5.3 million, with a complete overhaul of all rooms and expansion of its fitness space and bistro-inspired restaurant. Also in Alberta, one of Fairmont’s crown jewels – the Château Lake Louise – is currently finishing up a $12 million redesign that means all of its 550 rooms will have been refinished from ceiling to floor in the last five years.

Meanwhile, the Ottawa’s Château Laurier’s health club has been pumped up with the addition of features such as Precor treadmills, and bicycles and elliptical machines each with their own built-in flatscreen televisions.

Travel expenditures to rise says new forecast The Canadian Alliance of Business Travel recently published the Business Travel Overview and 2007 Cost Forecast. Eighty percent of the 78 respondents anticipate their firms' business travel expenditures to increase in 2007 over 2006.

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Hotel News

A Canadian “First”: The Place d’Armes Hotel & Suites receives International Star Diamond Award for Outstanding Hospitality

Radisson Hotel Toronto-Markham wins prestigious President’s award

The Place d’Armes Hotel & Suites, part of the Antonopoulos Group of boutique hotels and restaurants, has been awarded the prestigious International Star Diamond Award – the first ever bestowed upon a Canadian hotel – in recognition of its exceptional hospitality, gastronomy and service.

Recipients are chosen annually by the American Academy of Hospitality Sciences, based in New York City, and governed by an international Board of Trustees, that includes Donald Trump.

“We are thrilled to receive this award, and privileged to share it with other premier destinations worldwide,” said Dimitri Antonopoulos, Vice President of Marketing for the Antonopoulos Group. “The Place d’Armes is an extraordinary hotel, a mélange of historic old world charm and luxurious modern amenities, truly unique to Old Montreal. We are extremely proud to be the first hotel in Canada to be so honoured.”

The International Star Diamond Award was recently presented to the Place d’Armes Hotel & Suites during a star-studded gala celebration in Old Montreal. Special guests included Tara Conner, Miss USA® 2006 and members of the Quebec circus troupe Cirque Éloize, as well as the Honourable Liza Frulla, Olympic sprinter Bruny Surin, designers Jean-Claude Poitras and Yves Montpetit and actress Jacynthe René.

“Over the years, the International Star Diamond Award has become the most prestigious emblem of achievement and true quality. The Place d’Armes Hotel & Suites is an exquisite property, and well deserving of this distinction,” said Mr. Joseph D. Cinque, President of the American Academy of Hospitality Sciences.

An elegant testimony to Montreal’s rich heritage, the recently expanded Place d’Armes Hotel & Suites represents in total a $29 million investment in regional tourism. This award-winning, sophisticated boutique hotel boasts 83 rooms and 52 suites, extensive conference and meeting space, and banquet facilities.

The Radisson Hotel Toronto-Markham was selected as one of Radisson Hotels & Resorts top-performing hotels and resorts for its prestigious annual President’s Award, based on performance in 2005. The hotel was one of 68 best properties from among more than 260 Radisson hotels in The Americas, Asia Pacific and a portion of the United Kingdom. This is the eighth consecutive year that the Radisson Hotel Toronto Markham has won the President’s Award.

The hotel achieved top scores on the annual quality review

by LRA Worldwide for cleanliness and consistency in meeting and often exceeding the brand’s product quality standards according to a recent communique naming the winners.

On the Web: www.radisson.com

Check out our newly revamped Web site: www.theplanner.ca

From left to right: Dimitri Antonopoulos, Vice President of Marketing for the Antonopoulos Group; Tara Conner, Miss USA® 2006; Joseph Cinque, President of the American Academy of Hospitality Sciences; Costa Antonopoulos and Tony Antonopoulos, founders of the Antonopoulos Group, display the International Star Diamond Award—the first ever bestowed upon a Canadian hotel. Photo courtesy of Bianca Robitaille.

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