MAKE YOURSELF KNOWN Destinations and their convention visitor bureaux (CVBs) shouldn’t take it for granted that association meeting organisers know what they do and how they function. Many associations, as Chloe Menhinick , director of communications at the International Currency Association explains, think CVBs just provide tourist information and are unaware of the help and partnerships that could be fostered. “Before I worked with destinations, when I was only working with associations, I had no concept of the role of convention bureaux in the meetings industry, and that’s not uncommon for associations. “While associations are revaluating what their events will look like in the future, it’s time for CVBs to step in and help in that process. They need to be forming relationships with associations, asking the questions, and showing that they’re engaged in what the association is wanting to achieve.” is more important than making a quick buck, as MCI’s global vice president of engagement, Nikki Walke r explains. “Destinations, CVBs, hotels, venues, and conference centres need flexibility when it comes to contracting. We must partner to find a way of helping all parties have a win-win future, but if the destinations and venues are very rigid, and try to go back to more draconian cancellation clauses, down payments, penalties, or hefty pricing, they are going to alienate the not-for-profit association sector. “How could an association know today how many delegates will attend their meeting in 2023 or 2024? Just because it was once a 5,000-person meeting, it doesn’t mean it will be in the future. We need variable pricing and flexible contracts – this collaborative approach is a win-win for everyone.” Adding to Walker’s point, Natasha Joyner , congress manager atWorld Physiotherapy emphasises CONTRACT FLEXIBILITY Recuperating losses is a hot topic for both associations and destinations, but contract flexibility, for both parties
the need to read the small print in the contract. “When you’re in negotiations with the destination, you need to question the flexibility in the fine print. A destination might claim to be open for meetings, but the fine print could detail a clause that has a major impact on your meeting.”
DON’T SELL, DEMONSTRATE “I don’t want you to sell me your destination, I want to have a conversation with you about what we
can do for each other?” says Tracy Bury , deputy chief executive office at World Physiotherapy. Destinations should be asking: “What can we do together that has impact, that sits alongside your purpose and objectives? Where’s the strength that we can bring to that? What can we do better together? What can we do to justify you bringing your community to our destination? What have we got that will act as the draw card? “It’s not about heads on beds, it’s much more about legacy impact and the whole partnership building. I don’t want to be sold to in those conversations. I want someone who’s going to build a relationship, get to know us and know what we can do together. We look for destinations that are ready to build partnerships around the whole ecosystem of congresses.”
RESPONSIVE DESTINATIONS REIGN SUPREME
Every industry is suffering staff shortages in the current climate, but CVBs, hotels and venues can’t afford not to pick up the phone to meeting planners, as Bregje Frens , association director at the conference match-making platform Conferli, explains. “The hardest thing right now is to speak to the venues. There’s obviously a shortage of staff at the venues, but if it has taken three weeks to get the proposals in, how am I going to convince an organiser to hold their meeting there? The organisers I’ve been speaking to say that if they can get their proposal in within the first week, they would be more likely to give that venue their business.”
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