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Research consistently highlights the significant return on investment served by meetings and events – and yet, when economic times are uncertain, the budgets for meetings are often the first victims of company cutbacks. Cliff James takes a look at the all-round benefits of maintaining meetings and considers the top tips for managing a successful business event.

Good meetings are good for business in a variety of ways, according to successive studies, and regular face-to-face conferencing with colleagues and target audiences is credited with enhancing corporate success. Although videoconferencing and other forms of computer-mediated communication are on the increase, research commissioned by Hilton Hotels in 2009 revealed an overwhelming consensus amongst senior executives that offsite meetings build stronger business relationships and are a necessity, not a luxury.

The Hilton study uncovered a multiplicity of ways in which face-to-face meetings can bolster a company’s corporate ethos and strategic development, while also providing a high return on investment. From inspiring workforces and strengthening team bonds to encouraging breakthrough thinking, more than 80 percent of executives believed that meetings bring out the best in people when compared to other communication forms.

“The research illustrates that despite the current economic challenge, meetings still matter,” confirms Andrew Flack, the Vice President of Sales and Marketing in Hilton Hotels Asia Pacific. “A large majority of those surveyed felt that face-to-face meetings are where the real business gets done and where the biggest breakthroughs are made.”

The Hilton findings are supported by academics such as Professor Richard D. Arvey of the National University of Singapore, who investigated the importance of such conferences in a White Paper on ‘Why Face-to-Face Business Meetings Matter’. “Face-to-face business meetings afford participants opportunities to develop transparency and trust - an integral part of business relationships,” he states. “Face-to-face meetings are also strong vehicles for participants to learn the relative norms of the organisation.” The meeting becomes a subtle presentation of the company’s culture and a means of reinforcing the corporate objectives.

In the light of such research, it becomes all the more important to ensure that the meeting is thoroughly planned and effectively executed. Planning the meeting should be seen as an investment, and those companies that neglect the planning process risk undermining their return on investment.

The role of the event manager has been compared with that of a theatre director who orchestrates the props, timings, cues, budget, team motivation and overall stage management of the ‘performance’. In coordinating so many variables, preparation is everything.

Initial considerations
The fundamental point to consider when planning any meeting is its purpose. Meetings are a means to an end, a process rather than a destination, and the conclusion of the meeting should be regarded as the commencement of the actions that have been generated at the meeting. The planning should therefore begin with defining the aims and objectives of the meeting.

Once the objectives of the meeting have been identified, the list of participants and the agenda should both fall into place. If an issue needs to be addressed that involves members of a particular team, invite that team and list the issue on the agenda. Soliciting input on the agenda items from participants is also good practice, as is distributing the agenda well ahead of the scheduled meeting date. This prepares participants for the event and engenders a sense of active involvement and inclusion within the process – and is likely to enhance team bonding and stronger business relationships.

With the agenda and list of participants identified, the type of meeting that is required should become more apparent. In drawing up an initial checklist, it may be useful to think about the size of the group, ages of attendees and any special needs. When determining the meeting date, take into account bank holidays, festivals and avoid conflicts with other company events. If the meeting is to include a presentation, speakers may need to be booked – and this could influence provisional dates for the event.

Consider seating arrangements, audiovisual and production equipment, refreshments for each session, entertainment activities and team building exercises. If the event is to be held offsite, transportation may also need to be figured into the equation. Devising a timeline for the production of invitations, promotions and other materials is a particularly effective means of keeping on top and staying sane – as is delegating some responsibilities to a colleague.

Budget
Effective management of the overall budget is critical to the success of the meeting and will determine many aspects of the event, such as the venue, whether delegates travel is to be included, and if there is a contingency fund for emergencies. When preparing the finances, ensure that a financial officer has approved and signed off the budget at an early stage. It may also be worthwhile exploring whether the meeting can be part-funded by sponsorship. Other basic budgetary considerations include: determining the currency in which the account should be run, the dates by which accounts must be settled, and whether suppliers need to present quotes in advance.

Destination
Perhaps the most important consideration after the budget, the event destination will undoubtedly have a substantial effect upon the attitudes and expectations of participants. It is imperative to select a suitable destination, taking into account where attendees are travelling from, flight schedules and frequency, travel costs and hotel availability. Factors such as weather, security and convenience should be balanced to determine the suitability of the location.

Venue
Professional congress organisers and destination management companies can be found at many international cities to help the bemused event organiser find the right venue. In any chosen destination, the first step should always be to formulate a selection criteria based on the type of hotel that will best meet the requirements, the proximity to airports, the number and size of requisite conference and guest rooms, and the availability of presentation equipment.

Once a shortlist of venues has been drawn up, a first-hand visit to each site is advisable to make the final decision. The event organiser’s aptitude for skilful negotiation is invaluable at this stage to ensure that the best rates are secured, as is a fine eye for detail to make certain that cancellation policies and contracts are acceptable, before submitting the request for proposal (RFP).

Refreshments
Details of the dietary requirements of all participants should be gathered in advance and a good quality caterer employed. An army marches on its stomach and a troop of hungry delegates will lose concentration, no matter how stimulating the agenda. A buffet could be considered for lunch as it offers quicker service and greater variety, and enough time should always be scheduled into the timetable for meals.

Guest speakers
A professional speaker should only be recruited if their portfolio corresponds with the key objectives of the meeting and the needs of the delegates. Well ahead of the event, the organiser should brief the speaker on the purpose of the meeting to ensure that their presentation matches the desired outcomes. It is also important to keep to the budget by confirming fees and contacts in advance, and to maximise the use of the speaker at the event.

Evaluation
When the event comes to a close, the chief priority for the organiser is to gather comprehensive feedback from the delegates on all aspects of the meeting. These responses constitute a valuable appraisal of the meeting, a gauge to measure the return on investment, and a foundation upon which to build future events. Although the conclusion of the meeting may feel like the end of the event, it is from this point that the original objectives of the event begin to have effect.

Many national airlines experienced a slump in passenger numbers at the height of the recession, as businesses slashed travel budgets. So how have the likes of Ryanair and easyJet managed to cash in on record profits during this turbulent climate? Cliff James investigates whether the ‘budget’ airlines really offer value for money – or if there is a hidden sting in those ancillary fees.

When the going gets tough, it seems the tough get going on no-frills airlines. The temptation for companies to cut back on travel budgets during financially unstable times has seen the profits of premier carriers take a nosedive in 2009, whereas revenues soared for budget airlines. The UK’s flag carrier airline British Airways, for example, has traditionally depended upon business class passengers for much of its profits – and yet it saw business and first-class trade fall by a fifth in February 2009 compared with the same month in 2008.

In Europe, BA’s passengers were down 2.9 percent in September 2009. Budget airline Ryanair saw a passenger increase of 17% for the same month compared with the year before, while easyJet enjoyed a 5% rise.

Industry experts suggest that the triumph of budget airlines will last only as long as passenger gullibility continues – and savvy travellers are increasingly aware that a seemingly good deal on the budget airlines may conceal hidden fees. “Remember that aircraft are big pieces of kit and the cost of running them has to come from somewhere,” says Barry Smith, co-founder of the comparison website skyscanner.net. “If flights are 1p, the airline will rely on customer naivety to make its money.”

Ryanair, in particular, has attracted criticism from the UK’s Office of Fair Trading (OFT) over allegations that its advertised cheap prices were misleading, and was found to have breached advertising rules seven times within two years. In July 2009, Ryanair agreed to include the telltale statement: “Fares don’t include optional fees/charges” on its website to satisfy the OFT.

However, in January this year, the Chief Executive of the OFT, John Fingleton, again denounced Ryanair for concealing credit card fees until the end of the booking process. The company deducts a £5 charge – per passenger, per one-way journey – for online debit or credit card payments at the final booking stage. Under this practice, a family of four would be charged an extra £40 for a return flight. The charge is only waived if the passenger pays with a Pre-Paid MasterCard. “It’s almost like taunting consumers and pointing out: ‘We know this is completely outside the spirit of the law, but we think it’s within the narrow letter of the law,’” Fingleton stated. Ryanair rejects this criticism, stating that the payment handling fee is discretionary - passengers can avoid it by paying with the MasterCard debit card.

Whereas most standard operators include reasonable luggage allowances within their price, baggage becomes a convoluted minefield with budget airlines. For example, easyJet permits passengers to check-in baggage up to a combined maximum of 20kg – but for a fee. This fee is only revealed: “at the time of booking baggage (whether during or after booking your flight)”. If the baggage exceeds 20kg in weight, each passenger must pay an excess charge of £10 per kg. So a bag weighing 30kg will be charged an extra £100 on top of the original baggage fee (which itself may only be revealed after the flight has been booked).

The baggage charges for Ryanair are equally tortuous. Checked baggage fees are charged per person and per one-way flight. Passenger can check-in two bags each (provided they are each under 15kg), with the first bag being charged at £15, and the second bag at £35. However, paying for the baggage fees at the airport or through a Ryanair call centre will result in even higher charges: £35 for the first bag and £70 for the second. If the baggage exceeds 15kg, it will be charged an extra £20 per kg. And so the costs mount up.

Ryanair does offer passengers the opportunity to check-in online, for a £5 fee, but those who forget to bring their boarding passes to the airport are charged an extra £40 for the privilege of having the paper reissued. Light refreshments on the budget airlines are not included in the price of the flight, and a bottle of water can typically cost £3. The company vigorously defends its no-frills ethos, claiming it charges for these optional extras so that passengers who do not require such services can travel for the cheapest prices.

A key issue to consider when weighing up the cost of travelling with budget airlines is that the destination airports are often a significant distance from the chosen cities. For example, Ryanair flies to Frankfurt Hahn airport (120km from the city centre), a pattern that is typical for many budget airline routes, resulting in additional transport time and costs for the business traveller on arrival.

National carriers are quick to contrast their own policy of ‘the price you see is the price you pay’ against the additional fees that budget airlines pile onto their advertised prices. “It’s well documented that some no-frills carriers charge for a range of extras that we consider to be part of our core service,” says Richard Tams, head of UK & Ireland Sales at BA.

However, one man at Ryanair takes a somewhat different view. “Sixty-six million passengers know that flying Ryanair guarantees the lowest fares, the best punctuality, no check-in queues and the pleasure of joining the Michael O’Leary fan club,” says Michael O’Leary, the Chief Executive Officer of the company.

The fully furnished, self-contained and all-inclusive home-from-home: Ed Carpenter investigates the rise and rise of serviced apartments as an alternative to hotel accommodation.

The UK serviced apartment sector has expanded very rapidly over the last four years. Virtually every major UK city can now offer the business traveller a range of serviced apartments as a serious alternative to hotel accommodation – a trend that the Association of Serviced Apartment Providers (ASAP) can confirm. Membership of ASAP has doubled in the last four years and its 32 members now collectively represent some 5,000 properties – compared to 2,000 properties in 2005.

Similarly, the Institute of Travel & Meetings (ITM) is reporting an increase in demand for serviced apartments amongst their 500-strong buyer membership. “Our research confirms that serviced apartments have become an integral part of many company accommodation programmes over the last 2 years,” says Paul Tilstone, Chief Executive of ITM. “Some 48% of our members report that demand for this product has been increasing and 57% of buyers confirmed that they were using serviced apartments to reduce costs and provide alternatives to traditional hotel content for short-term stays of five days or less.”

This research from ITM – and the expansion of ASAP – indicate that the recession has prompted many companies to consider serviced apartments for the first time, in view of the value for money they offer. In addition, the comfortable ‘home-from-home’ factor is one of the many key reasons for the increased popularity in this sector, according to City Apartments (London).

“A serviced apartment provides the business traveller with a fully furnished, self-contained flat including a fully equipped kitchen and separate areas to sleep, work and eat so it offers a more complete ‘home-from-home’ experience where you can properly relax and enjoy more privacy,” says David Smith, Chairman of the Association and Managing Director of City Apartments (London). “A key benefit is the extra space offered: you can expect 30% more space than a comparable standard of hotel room.

“Serviced apartments are cost-effective: there are no expensive ‘extras’ to consider such as hotel mini-bars, restaurants and room service. Guests appreciate the flexibility to prepare their own breakfast and/or dinner, especially if they are staying for several nights, and not be restricted by hotel restaurant opening times. Most operators provide a generous ‘welcome pack’ of groceries to ensure you have sufficient food for the first 24 hours of your stay.

“Individual travellers can use the living room as a ‘virtual office’. If you book a larger apartment, you can even hold meetings in the lounge/dining area without having to go to the expense of hiring a separate meeting room. And many clients entertain guests to an informal drink or dinner in the relaxed and private environment of their own apartment.

“Companies can choose to book, for example, a two-bedroom ensuite apartment to be shared by two colleagues who are working on a project together, which can cuts costs further since you pay for the apartment, not per person.”

There is a wide variety of apartment products on offer for the discerning MICE customer, ranging from studios to four-bedroom apartments and penthouse suites. Top of the range developments may even offer roof terraces or access to a swimming pool or gym. In this dynamic young industry, the vast majority of developments are modern, which means the business traveller can expect contemporary, stylish interiors complete with mood lighting and the latest in-room technology. Apartments can be booked for one night, one week, or even several months with the cost generally decreasing the longer the stay. Furthermore, the VAT element reduces to only 3.5% for stays of more than 28 days.

Apartments are usually situated in prime city locations, conveniently close to the place of work – a further advantage for those on a tight schedule. As clients are likely to be staying only a very short walk way from their office, less time is spent commuting and more can be spent on the business at hand.

All of the Association of Serviced Apartment Providers’ members commit to a charter and a code of conduct guaranteeing a high quality product. The members range from individual businesses with a niche product of 30-50 apartments in a single city to international companies with a large portfolio of properties in many different locations. In the UK, some of the key locations include London, Birmingham, Manchester, Liverpool, Bristol, Newcastle, Cambridge, Edinburgh and Cardiff.

Visit www.theasap.org.uk - for full details of the 32 members of the Association of Serviced Apartment Providers (ASAP).

The number of patients travelling abroad for cheap and fast healthcare has become a worldwide phenomenon in the past few years. Ed Carpenter investigates the advantages of the global healthcare industry for the MICE client.

The number of patients travelling abroad for cheap and fast healthcare has become a worldwide phenomenon in the past few years. Ed Carpenter investigates the advantages of the global healthcare industry for the MICE client.

The pursuit of a fast-paced globetrotting career presents many benefits for professional business travellers, from the allure of exploring international locations to attendance at exclusive events in spectacular venues. However, the pressures of international travel can carry a cost higher than that which can be reclaimed on expenses. All executives recognise the need to be presentable and perform at the highest levels despite gruelling travel schedules, and yet the demands of business travel are not always conducive to a fit and healthy lifestyle. It may come as no surprise, therefore, that the rise of the MICE industry has been accompanied by a corresponding expansion in medical tourism.

Defined as travel to another country for a medical procedure, medical tourism – or ‘global healthcare’ – has grown rapidly in recent years as more people are opting for quicker medical or cosmetic treatment abroad at reduced prices. One of the industry’s leading websites, www.treatmentabroad.com, states that the number of international medical tourists runs into the millions each year, with most clients travelling from the US, UK and Europe for clinical treatment in India, Thailand and Malaysia. From the UK alone, the Department of Health estimates that more than 50,000 people travelled abroad for healthcare in 2005, whereas Treatment Abroad suggests this may have risen to 200,000 in 2010.

The vast majority of medical tourists travel abroad for ‘elective’ – or non-urgent – treatment, with Treatment Abroad estimating that around 43 percent of global healthcare patients travel for corrective dental care and 29 percent for cosmetic surgery. The advantage of accessing cheaper private treatment abroad without the hindrance of waiting lists is increasingly attractive for business travellers on the go. Staff incentives are progressively more likely to include global healthcare packages – with the added dividend that companies benefit from a healthier member of staff on return. Furthermore, the relatively inexpensive treatment on offer ensures that corporate bonuses stretch much further when spent on foreign treatment.

“One dental implant and crown in the UK can cost £3,500,” says Keith Pollard, Director of Treatment Abroad. “In Budapest, the same implant and crown can be obtained for around £1,000 or less. Many clinics and medical tourism companies are now offering an all-in package embracing all procedures, travel and accommodation costs that may offer additional savings.” In their latest PriceWatch survey, Keith Pollard also suggests that medical tourists can easily save 50 percent of surgery costs by travelling abroad for treatment, followed by an all-inclusive recuperative holiday in an exotic location.

The additional benefit of combining a relaxing vacation with therapy is particularly crucial for patients seeking to conceive through in-vitro fertilisation treatment. The Barbados Fertility Centre, for example, provides high quality personalised IVF treatment to patients from around the world, and recognises that stress can have a hugely negative impact on both fertility and IVF success. The provision of an anxiety-free holiday experience in the Caribbean whilst receiving treatment increases the likelihood of conception, particularly for those who have been immersed in stressful professions for many years and unable to start a family.

Relaxing vacations are also recommended for clients who have undergone extensive surgery abroad, and the British Medical Association advises health tourists to consider the risks of travelling home too soon after treatment. Catching a long haul flight after a serious surgical operation can increase the risk of complications, such as swelling, blood clots and infections, and therefore patients are recommended to allow plenty of time to recover in the country where the medical procedure is completed.

Although research conducted by Treatment Abroad suggests that 90 percent of health tourists are “very” or “completely satisfied” with their experiences, it is still worth remembering that the quality of treatment abroad varies and patients may not have legal recourse to seek recompense resulting from negligence or malpractice. There are no international regulations governing global healthcare providers, although medical tourists can check whether their chosen clinic is registered with a recognised accreditation body, such as the Joint Commission International (JCI) or the International Organization for Standardization (ISO).

As medical tourism grows ever more popular, the advice from the British Medical Association is for prospective patients to conduct extensive research on the quality, hygiene and follow-up care of the clinic beforehand. Internet enquiries can reveal testimonials from previous patients, and confirm whether the clinic’s doctors are registered with a particular country’s Medical Council. Treatment Abroad offers information about insurance and legal issues, and now provides a Code of Practice to reassure patients that their registered clinics adhere to a standard of best practice.

Provided that sensible care is taken to ensure the quality of treatment at a health centre abroad, the time- and cost-saving benefits of medical tourism can be an added bonus for active business travellers in need of a clinical indulgence.

MasterCard Enhances Suite of Corporate Meeting Solutions with New Alliances and Integrated Purchase Controls

Solutions from etouches and Worktopia, when combined with MasterCard Corporate Meeting Card, maximize meeting management efficiencies

MasterCard Worldwide announced in August 2009 new strategic enhancements to its corporate meeting solutions portfolio to provide companies with greater control, efficiency and transparency around meeting planning and management. The company partnered with two leading providers of online meeting solutions to address the needs of different stakeholders in today’s fragmented corporate meetings market.

“Since meeting needs differ dramatically by organization and type of event, we chose to partner with best-in-breed providers to offer our corporate customers a suite of flexible solutions that meet their individual needs, provide clear visibility into spend, and improve efficiencies throughout the entire meeting planning and execution process,” said Steve Abrams, group executive, Global Commercial Products, MasterCard Worldwide. “In today’s tight economy, our corporate customers are looking to optimize their card programs to capture meeting spend, and seek access to productive meeting planning tools that can help identify additional savings opportunities.”

Easy-to-Use Tool from etouches Streamlines Event and Meeting Management

etouches provides a cost-effective online attendee registration and management tool to help maximize attendance, enhance flow of information to attendees and sponsors, and reduce costs associated with time spent on event registration tasks. The easy-to-use tool can create registration websites quickly and easily, provide automated emails, and generate reports to track registration status against goals and budgets. Companies that subscribe to etouches through MasterCard will receive special offers.

“Tasked with managing a diverse portfolio of events and meetings with limited budgets and human resources, meeting planners today are looking for ways to increase productivity through strategic information management solutions,” said Leonora Valvo, CEO, etouches. “With our integrated event planning tools, such as eReg, our cost-effective event registration module, companies can take advantage of a hosted solution that reduces workflow complexity and enhances end-user experience without the cost of traditional, enterprise software.”

Expanded Controls for Booking Small Meeting Spaces with Worktopia

Worktopia addresses the need for a web-based platform to search for, compare and book small meeting rooms online and in real-time, efficiently and conveniently. By using one channel for all bookings, meeting planners can increase efficiencies while procurement can have greater visibility. Through this alliance, the MasterCard Purchase Control application will be the exclusive purchase control feature on Worktopia’s tool, and during the booking phase, eligible MasterCard corporate customers can conveniently control an employee’s use of card accounts to pay for meeting room reservations and services.

“With increased pressure to measure and manage expenditures related to small meetings, more companies today have to justify the ROI of face-to-face interaction while also complying with corporate budgets and goals,” said John Arenas, CEO, Worktopia. “Together with MasterCard, we can help companies establish enforceable policies by providing procurement with central visibility and control while allowing decentralized purchasing by meeting arrangers across the organization.”

Flexible Controls for Managing Meeting Expenses with MasterCard Purchase ControlTM

The MasterCard Purchase Control application works with MasterCard Corporate Meeting Cards to help meeting planners and procurement managers reduce maverick and unmanaged spend, while improving compliance. Through a tailored workflow tool within MasterCard Purchase Control, eligible companies can have:

• One-time use, virtual account numbers assigned to employees to enable those without commercial card accounts to book meeting rooms and services online.
• Enhanced authorization controls that direct how, when and where cards may be used.
• Enhanced levels of security, control, data capture and traceability on every purchase as limited use virtual account numbers may be set on a transaction-by-transaction basis, allowing meeting planners to report on meeting expenses on a more granular level than ever before.

For more information or inquiries, go to www.mastercardbusiness.com/europe