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Meetings & Conventions - Understanding the Value to Destinations
1. MEETINGS & CONVENTION
MARKET
UNDERSTANDING THEIR VALUE
TO A DESTINATION
SCOTT WARREN
RRC/METROPOLL
VICTORIA ISLEY
DESTINATION MARKETING
ASSOCIATION INTERNATIONAL
ERIC JOHNSON
ATLANTA CVB
3. •Formerly METROPOLL
•National Study of Meeting Planners
•Every 2 Years Since 1983
•Additional Custom Meeting Planner
Studies for various DMOs
•Part of the STR family of companies
4. Understanding the Meetings Market:
•How is a Meeting Planner Different From a
Leisure Traveler?
•What is Important to a Meeting Planner?
•Trends in the Meetings Market
•Perception vs. Reality and Benchmarking
Initiatives
10. Likelihood to Recommend
How likely are you to recommend the meeting
site where you held your largest meeting in the
past 12 months to a colleague?
•Promoter(rating a 9 or 10): 58%
•Detractor (rating 0 to 6): 17%
12. Case 1: Web Use
•Internet Sources Which Are Very Important in
Site Selection:
2009 2011
Destination Web Site 38% 54%
Hotel Rating/User Review Site 41% 46%
Convention Center Web Site 38% 44%
13. Case 1: Web Use
•Visibility Among a Destination’s Own Clients
Seven Destinations are Included in This Average
Average Marketing Exposure 2009
Viewed Destination’s Website 49%
Saw Internet Ads 35%
Viewed Facebook Page 4%
14. Case 1: Web Use
•So Is The Average Destination More Visible On
the Internet?
Average Marketing Exposure 2009 2011
Viewed Destination’s Website 10% 10%
Saw Internet Ads 12% 14%
Viewed Facebook Page n/a 1%
16. Perception vs. Reality
“Green Certified” Facility
Among 4 Destinations with LEED Certifications:
Average Percentage of Meeting Planners Among
a National Sample Recognizing a Certification:
10%
Average among own clients:
43%
17. Take Away Points
•Meetings Planners are (Somewhat) Different
From Leisure Travelers
•Information Needs and Use of Meeting Planners
Differs from Leisure Travelers in Significant
Ways
•Benchmarking Perceptions and Tracking Them
Over Time Among Clients and Prospects
19. ORGANIZATIONAL OVERVIEW
OUR MISSION OUR BRAND PROMISE OUR VALUES
OUR CAUSE DMAI advocates for the professionalism, DMAI is the passionate advocate and DMAI is committed to the following
DMAI exists to protect and advance the
effectiveness and significance of definitive resource for official destination core values: Innovative,
success of destination marketing.
destination marketing organizations marketing organizations and professionals Transparent, Responsive, Inclusive
worldwide. worldwide.
DMAI cultivates content and a community for DMOs that makes them passionate about what they have to gain.
ADVANCE THE ADVOCATE FOR THE PROTECT & LEVERAGE
DMO PROFESSIONAL DMO INDUSTRY ASSOCIATION RESOURCES
1.1 Professional Development 2.1 At Home 3.1 DMO Members
1.2 Career Development 2.2 In the Meetings Market 3.2 Allied Members/Sponsors
1.3 Peer-to-Peer Networking 2.3 In the Consumer Market 3.3 Leadership/Governance
3.4 Professional Management
19
20. EMPOWERMINT & EVENT IMPACT DMO GROUP SALES
INSIDE OUT CAMPAIGN CALCULATOR CHANNEL IMPACT STUDY
Advocate for the DMO in the Meetings Market
21. 1.8
million
Meetings in the U.S.
$263 billion
In spending
1.7 million
Jobs created
Source: Convention Industry Council
Economic Significance of Meetings to the US Economy
22. 10:1
ROI of business travel
29%
of new sales depend on business travel
50%
Prospects that become customers
with meeting in person
40%
would lose customers to competitors
without face-to-face meetings
23. MANY INFLUENCES ON PLANNERS
DESTINATION BRAND
DMO INFLUENCE
Prospecting/Research
Sales (See Next Slide)
Sales & Relationships
Marketing Marketing & PR
Relationships
Votes
DMO INFLUENCE
Board of Delegates/ Consumer Marketing
Directors Attendees Attendance Promotion
Meeting Destination Popularity
Planner/
Client
Hotel Rates Convention Center
Convention Center Rental & Hotels
Facilities/
Services Cost Destination
Service
Transportation/Shuttle Costs Venues
24. SALES PROCESS
Prospect: empowerMINT empowerMINT
Association
Databases
Corporate
Quantify ROI: Event Government
Impact Calculator Diversity
Retention Research
Qualifying
Proposals Secured Business:
Presentations Occurs within 1 year
Bids or up to
Multi-Year
10 years out
Agreements
Votes
Sales
Meeting Planners
Leads Third Party Planners
- Experient, Conference
Direct, Smith Bucklin,
etc.
Review Leads with Community Partners
Hotels, Convention Center
Evaluate Incentives: Event Impact Calculator
29. DMAI’S EVENT IMPACT CALCULATOR
What we
heard….
• Localized
• Credible
• Annualized
• Integrated
30. DMAI’S EVENT IMPACT CALCULATOR
• >2,000
Calculations
• 89 DMOs
>$10M
17%
<$3M $6-10M
43% 18%
$3-6M
22%
Subscriber
Budget Category
US Based Data
31. WHAT DOES IT DO?
The Event Impact Calculator measures the
economic value of an event in terms of
spending, jobs, wages, taxes, and ROI
Informs negotiations with meeting planners
Evaluates incentives and costs against the
value of an event (can score events)
Provides a case to policymakers for the
ongoing development of the meetings sector
32. THE PLATFORM
• Online calculator designed to be simple and flexible
• User enters basic parameters of the event
• EIC estimates (for your city)…
Business sales by industry and source
Impacts of sales on jobs, wages, local taxes
ROI of the event against hosting costs and
incentives
• Report is then generated for the event
• Save, recall, or aggregate events
• Link to CRM / empowerMINT
33. CALCULATOR’S DATA SOURCES
1. Oxford Economics 2010 survey of meeting planners (conducted for
CEIR)
• Respondents manage 290 exhibitions representing 1 million attendees and 350,000
exhibitors
2. CIC national-level event spending estimates
3. Longwoods International per diem visitor spending by category and
type of city (largest available industry sample - covers 100 cities)
4. City-by-city data on cost of doing business by sector
5. City-by-city tax rates
6. City-by-city employment and income multipliers
7. Real event contract values
8. empowerMINT / CRMs
9. SMG Facility Data (organizer spend in facilities)
…combined to create a localized and flexible basis for total impact analysis
40. WHAT’S NEXT
DMO Adoption of
Improved Data
Collection
Interface (API)
with the CRM
Solutions
Sports Calculator
41. OBJECTIVES
1. To quantify the total impact of the
DMO channel through the sales
of meetings and events
2. To understand the growth of the
channel (year over year)
DMO GROUP SALES EVENT IMPACT EMPOWERMINT &
CHANNEL IMPACT STUDY CALCULATOR INSIDE OUT CAMPAIGN
3. To communicate the power of the
DMO channel to internal and
external stakeholders
Advocate for the DMO in the Meetings Market
42. HOW IS IMPACT QUANTIFIED?
Two measures:
Booked events (booked in calendar 2009, 2010 & 2011)
Occurred events (occurring in calendar 2009, 2010 & 2011)
• CRMs
Clean Data • 10 Regression
• DMOs Direct Models
• Omit “Assists” • BudgetSales
• Inconsistencies Personnel
BudgetProduction
Scale to
Raw Data
Universe
43. NEXT STEPS
1. Evaluate and project data with Tourism Economics
2. Review findings with DMO Group Sales Channel Impact
Study Task Force (comprised of members from
Advocacy and Sales & Marketing Committees)
3. Release findings at DMAI’s Annual Convention in Seattle
4. Articulate a clear communications strategy, including:
• Provide context (compared to what?)
• Refrain from third party comparisons, recognizing
influence from multiple channels
44. WANT MORE INTEL?
July 11 @ 2:30 PM EDT
Users Forum with Tourism
Economics
WebEx
Methodology Paper: 1st Draft
July 17-18
Workshops, Office Hours with
Tourism Economics
Annual Convention, Seattle
Methodology Paper: Final Draft
45. The Meetings Market & Atlanta
TTRA International Conference - Eric Johnson – June 18 2012
46.
47.
48. What percent of our
visitors are coming for
conventions & group
meetings?
Visitors: People that stay overnight
in hotels in “in-town” Atlanta
49.
50.
51.
52. 56%
of in-town Atlanta hotel guests came because
of group meetings and conventions.
Over $809 million
in visitor spending in Atlanta.
Over 60%
of all spending in Atlanta by in-town hotel
guests.
Source: ACVB utilizing data from STR, DKSA, Hotels in
Atlanta, Conventions hosted in Atlanta, Tourism
Economics, Travelclick, and OTTI.
53. The majority of these conventioneers or
group meeting attendees came because of
events booked by the hotels.
54. The majority of these conventioneers or
group meeting attendees came because of
events booked by the hotels.
The remaining attendees, a little less
than half, came because of events
specifically booked by ACVB.
25%
of all in-town hotel guests
from ACVB meetings.
55. The majority of these conventioneers or
group meeting attendees came because of
events booked by the hotels.
The remaining attendees, a little less
than half, came because of events
specifically booked by ACVB.
25%
of all in-town hotel guests
from ACVB meetings.
The majority of the attendees attracted
by ACVB came to Atlanta because of
“City-Wide” meetings or conventions.
16%
of all in-town hotel guests
from City-Wide meetings.
60. Meetings, Conventions, and our CVB
Sales: Approximately a third of our employees.
Convention Services: Approximately 8% of our staff.
Caters to the needs of our meetings when they occur.
Marketing: Within our marketing team, one staff member
dedicated to producing promotional materials and media
regarding meetings.
Membership: Information about and access to conventions is
rated as the most important benefit we offer our members.
63. Economic Impact Calculations
• Calculated for our largest
conventions, Convention Center, and other
events as needed
• Tourism Economics’ Event Impact Calculator
• Gathering input data takes some significant
work
64. Estimate & Track Overall Volume
• Answers questions such as: How many
conventioneers are coming to Atlanta this year
or next year? How does this compare to prior
years?
• Involves a variety of data sources
• Cleaning data entered by sales staff is an
essential task
65. Meeting Planner Feedback Surveys
• Completed primarily by our largest city-wide
clients
• Regards their experience in Atlanta and with
ACVB
• These surveys help us:
• Identify themes in our strengths and
weaknesses
• Track our performance improvements or
areas where we continue to struggle
66. Custom Research
Surveys & Focus Groups
• What is important to meeting planners?
• How do they view Atlanta and our peers?
67. Program CRM Database Tools
• Simplifies our sales team’s processes for
identifying and prioritizing opportunities
• Programmed utilizing data visualization software
68. Track Competitive Trends
• Regularly produced reports tracking our market
share and future outlook
• Reported in terms of competitive sets and
industry segments
• TAP data
69. A Research Story
Business Problem: Losing market share to competitors
Research Questions: How do key decision makers view
Atlanta? What are the reasons they are choosing other
cities over us?
Approach: Focus group of association executives
Findings:
• Participants’ consideration sets included more
competitors than anticipated
• Participants did not see our strengths the same way
that we saw them
• A deeper understanding of the nuances of various
topics, e.g. Destination Appeal, Cost etc.
Outcome: Greater effort to promote Atlanta’s strengths we
take for granted e.g. Walkability & Easiness to get to