'Use LCCs and cheaper hotels if they're appropriate for your group' — Flackett

MICEBTN archive stories issue 28

Wednesday, 27 June 2007

THE INTERNATIONAL meetings market increasingly is turning away from its traditional ‘sea and sand’ mainstay and moving toward ‘history and culture’, according to Paul Flackett.

Flackett, managing director of IMEX, the annual incentive and meetings exhibition in Germany, told delegates attending IT&CM China that destinations needed six basic ingredients to become a great meetings or incentive location appealing to global markets.

These were, he said, an attractive location; ease of access through efficient airports and road systems; a range of facilities including large stadiums, convention centres and large and small meetings rooms; the latest technology including the fastest-possible Internet access; a good range of hotels from 3-5 stars and efficient and modern destination infrastructure.

The incentives market was slightly more complex inasmuch as destinations must also have desirability and an attractive climate, he added.

“Incentive clients are being rewarded,” said Flackett. “They need these two key elements in place to set the tone for the other rewards they receive during the trip.”

Other key requirements for the incentives market are: Access; top quality accommodation in the five or six star bracket; infrastructure; a range of attractions and where possible, the incentive destination should also offer history and culture.

Flackett said incentives were the most effective form of motivation and were increasingly being used as a corporate business tool. “Each incentive group is unique and needs its own range of activities. All delegates in each incentive group are winners and expect the best-possible experience. They want the incentive reward to be memorable and productive.”

Flackett said it was important to research the needs of the incentive group in order to understand their expectations and to select the right kind of incentive destination.

“If I took your group to Lapland and built the incentive around an eco experience when they were more interested in the glitz and glamour of Las Vegas or Macau, you would not get much repeat business.

 “I wouldn’t take over 55s bungee jumping or white water rafting either,” he said. “The majority would feel uncomfortable and I’d risk collective disappointment for the whole group.

“But if I had, say, 35 year old South Africans, they would probably love it.”

International budgets for meetings remained generally tight, said Flackett and it was important to plan the meeting within or under budget.

“Be realistic at the planning stage and you’ll avoid major headaches down the track. If a good quality 3 or 4 star hotel will meet the group’s objectives, don’t lock-in a five star property.”

The same rule applies to air travel, particularly in Europe, he said. “Use reliable low cost carriers. They are changing the face of meeting and incentive travel. It is not necessary to book business class for flights of less than three hours. Who cares whether you are up front or down the back on short flight sectors? The savings made can be invested in other areas such as speakers, accommodation or tour options.”

On meetings security, Flackett urged planners to be honest in their presentations because safety was top of mind and a major issue for delegates.

“Don’t select a destination where there is any risk to your group’s security. You can’t have them frightened to step outside their hotel.

“Do your research. Get up-to-date reports and check government travel advisories. It is the planner’s responsibility to select a destination and venue that is safe and secure and provides the right environment for the meeting or incentive to succeed.”

Flackett said it was important that the planner knew the competition and had a full range of product to present to the client.

“Where possible, involve the local community. Tell them you are bringing in a group that has the potential to become future ambassadors for the destination. If they have a good experience and are made to feel welcome, they will talk about it when they return home.

“If the community works with you, they’ll make you look good with the client, which may result in future business.”
Flackett told delegates some of his favourite cities for meetings and incentives and his reasons for nominating them. They included:

Singapore: Compact, accessible and secure.

London: Reliable, a world city, Olympics 2012 venue, multicultural and now becoming more cost-competitive.

Berlin: Location, history, good quality hotels and venues.

Melbourne: Established, great dining, good quality hotels, sports capital of Australia and excellent convention facilities.

Chicago: History, access, dining, vibrant.

Hong Kong: Good service, excellent facilities, access, good client relationships developed by hospitality sector, history of success, great location.

Paris: Culture, haute cuisine, reputation, range of facilities, planners’ favourite, no one minds going again and again.

New York: Cosmopolitan, range of hotels, access, economical, pizzazz and style, theatres and language.

Dubai: The new adventure, history, high quality, access and the desire to succeed — Dubai wants to be number one meetings city by 2015.

Las Vegas: Global recognition, astounding range of hotels, activities, image and access.

In closing, Flackett told the audience his common factors for success. These included a willingness to succeed; understanding the industry; creating the ‘wow’ factor; delivering on promises; transparency in negotiations; forming alliances; sleeping with the enemy and occasionally turning left when others do not.

“Word of mouth is priceless and remember, today is today and tomorrow will be very different,” he said.