< Previousreplenished daily, reduced or free parking fees, waived resort fees, and an upgrade to a suite for the board or company president.” Planning small meetings aboard boats, however, comes with additional desirable amenities, such as having a captain and crew member, yachts with bars onboard, catering vendors and connections to make arranging food and drinks easy, sound systems for listening to music, equipment to set up presen- tations such as microphones, a screen with projector, and sometimes enter- tainment such as live music, Streif says. BEST PRACTICES To ensure a successful small meet- ing or executive retreat outcome, industry experts recommend several best tips and practices, starting with the RFP. “Make sure you ask all the questions up front,” Sloan says, includ- ing: “What is your attrition policy? What amenities can you offer? Can fees be waived or reduced [such as parking, A/V, resort and Wi-Fi]? Does the hotel offer bonus loyalty points to groups? When was your last renovation? Does the destination have a CVB offering meeting incentives?” In addition, she advises: “Alert the hotel that if the experience is great, you will return.” And for sure, “Carefully review cancel- lation and deposit policies.” Plus, don’t be afraid to negotiate a better deal on your client’s behalf. Sloan shares a recent negotiation for a medical client’s executive retreat. “I normally contract for additional days pre- and post-stay after the meeting,” she says. “This time, the extra rooms would not be granted at the group rate I contracted at $369, but they cited a ‘gray area’ seldom used, saying, ‘It’s our discretion to grant addi- tional rooms upon availability and/or at the group rate.’ Well, the rooms were available, but they wanted an addi- tional $300 per room per night as well as the $78 resort fee, which I had got- ten waived. The demand for resorts in Hawaii — Maui in particular — is so high. It was difficult, but I eventually came to a better result.” As the content of executive retreats is often confidential, Galle provides several strategies to maintain client privacy, such as minimizing public sig- nage at the venue because advertising your presence may attract unwanted attention. She suggests sharing meet- ing locations with attendees electroni- cally. On the site visit, also test to see if the meetings space is sound proof. In addition, planners should negotiate the venue contract to prevent competi- tors from booking space at the venue while your event is in house; sweep the meetings space and surrounding area during breaks and then at teardown because planners must ensure clients leave nothing confidential behind; and bring a shredder on-site if the vol- ume of print material will be signifi- cant and disposable. When booking a meeting aboard a boat, Streif offers several suggestions for meeting success. “Clearly communicate all the details of the meeting to the boat captain so all expectations can be met,” she says. “Keep in mind if you have any employees with disabilities for whom boating may be challenging, communicate that with the captain and make sure the boat is wheelchair accessible or other disability friendly.” Also, Streif recommends, “Only book a boat charter with a captain instead of a bareboat rental.” Why? “You’ll want to be able to focus your attention fully on your team, so even if renting a smaller boat, having someone who is not associated with the company do the driving is the best bet.” Streif reminds planners to “Be flexible, as weather is unpredictable, and will dictate whether or not a boat will be a good idea for an event.” Additionally, Streif notes: “Make sure to be transparent about how many people are coming on board. In a restaurant or normal venue, there’s always extra food in the kitchen in case extra people show up. On a boat, that is usually not the case, and the crew is leaving with a very specific quantity of food, drinks, etc.” Finally, says Streif, “Make it fun. Have icebreaker games or other things to do, as everyone will be in relatively small quarters together, so keeping it lighthearted and pleasant is essential.” Weber advises planners to hire a team that has the ability to do every- thing under one roof. “You don’t want to have to deal with the headache of working with multiple teams.” She acknowledges that “Planning meet- ings of all sizes can be challenging, but as long as you have a team of profes- sionals, technology and space to keep your audience engaged, you’ll be set up for success.” Sloan adds: “Show you care about your group, and that what you’re asking for is for their benefit. A great experi- ence for others is what you’re planning. A smart sales manager will do their best to accommodate them because they’ll be back and earn more business, get great online reviews and obtain long-term customers and great referrals.” C&IT Courtesy of The Broadmoor In “an environment conducive to relaxation and inspiration, so much more gets done in a tranquil setting,” says Carol Galle, president and CEO of Special D Events. 38 April/May 2022 | Corporate & Incentive Travel | TheMeetingMagazines.com FOR SAFETY INFORMATION VISIT UOMEETINGSANDEVENTS . COM Meetings & Events Universal elements and all related indicia TM & © 2021 Universal Studios. All rights reserved.FOR SAFETY INFORMATION VISIT UOMEETINGSANDEVENTS . COM Meetings & Events Universal elements and all related indicia TM & © 2021 Universal Studios. All rights reserved.Marshall Schminke, professor of Business Ethics & Strategy at the University of Central Florida, says that being fully fair and transparent with clients is the right thing to do. The High Road Honesty is the Best Policy in the Meetings Industry BY NANCY MUELLER INDUSTRY INSIGHT // T he word “ethics” may not be heard all that often in everyday conversation. But ethical questions come up all the time. Is there anyone involved in planning meet- ings who hasn’t experienced problems with an event due to a less-than honest approach taken by someone else? Or who has not had to pause in their own work and ask, “What’s the right thing to do?” Certainly, there is no one-size-fits- all when it comes to business ethics in general, or to meeting planning, specif- ically. In its simplest terms, taking an ethical approach might mean always treating others fairly and honestly. But several other factors should also be taken into consideration. Kathy Reak, CFMP, who routinely works with planners as vice president of sales for Visit Colorado Springs, says basic consideration is an important factor. “I appreciate when planners 40 April/May 2022 | Corporate & Incentive Travel | TheMeetingMagazines.comare considerate of our organization and our properties,” she says. “When a site extends to four or five days and only considers a couple of hotels and/ or expects us to accommodate them during a holiday, it feels more like they are vacationing rather than conducting business.” To make things worse, too often planners insist that the CVB and/ or hotel pay for everything. “It’s pretty easy to spot who is serious and who is not based on their site expectations,” she says. “As a destination, we work off a smaller budget than most, and have to be very proficient with our dollars.” Reak recalls an incident where a planner asked the CVB to pay for their airfare up front. “It was an incred- ible piece of business for our area, and against our better judgment, we sent a check prior to the planner’s arrival,” she says. “They canceled the site visit and now had an airline ticket to go any- where they wanted ... We never heard from this planner again despite many phone calls and emails.” She also points out that some plan- ners operate on the more positive end of the spectrum. Instead of expecting to have everything provided, they insist on paying for most things themselves so they don’t appear to be taking advantage of the destination or the hotels. “These are the planners for whom we try to go out of our way to make them feel wel- come and special,” Reak says. EQUAL AND EQUITABLE ACCESS An important guideline for planners is to ensure equal and equitable access to the broadest group of people in pre- paring for meetings and events, says Stephanie M. H. Moore, a lecturer of business law and ethics at Indiana Uni- versity. She notes that attendees have a variety of needs that must be met. “Bringing together a diverse team of planners can help make sure the team’s lens and viewpoint is as wide as possi- ble,” she says. “Meeting attendees may have a variety of needs, and providing multiple equitable points of access will be essential.” Moore notes that social and societal issues are also business issues, and that diverse teams are more creative and productive. But the failure to consider the different needs that these teams have will prevent them from reach- ing their true potential. “Ethical meet- ing planners consider the needs of the working parents and other caregivers,” she says. “They ensure access for their disabled employees who may or may not have apparent disabilities. Ethical meet- ing planners make sure they communi- cate with their client and industry base to ensure as much access as possible — both in person and remotely.” In addi- tion, recorded sessions with captioning, an opportunity to give feedback and open communication are all important. Several other traits are also desir- able. “Meeting planners must be trans- parent, fair, honest and trustworthy in all of their business dealings with hotels, third parties, DMCs and ven- dors,” says Diane Lyons, CMP, DMCP, president of ACCENT New Orleans Inc., a DMC Network Company. She says it’s important for planners to be transparent with budget, demograph- ics and vision, as well as how ROI will be measured. Lyons points to a time when her firm and several other local DMCs were shopped for weeks and pitted against each other with requests for revision after revision of a proposal. In the interim, the meeting planner came to New Orleans and sited the venues with a DMC she had worked with in the past and whom she had already decided to work. “While they did not contract with us, they did end up using the ideas we proposed in their event,” she says. “Our intellectual property was shared without our consent, and valuable time was spent curating — and revising — a proposal that they never intended to go to contract with.” At the same time, Lyons takes pains to note that she has worked with many meeting planners who have shown exemplary ethics. “They were up front with their process, and they clearly defined the budget as well as the decid- ing factors for choosing their partner at the meeting,” Lyons says. Transparency is also a key as seen from Lyons’ perspective, a value she urges planners to keep in mind. “Define the process and be clear on timelines and how decisions will be made,” she says. “If meeting planners share as much information as possible, every- one will win in the long run.” Courtesy of Val Delaney Val Delaney, executive vice president of ADMEI, right, suggests planners approach the DMC proposal process with transparency to build trust. TheMeetingMagazines.com | Corporate & Incentive Travel | April/May 2022 41HAVE CLEAR STANDARDS Kendra Summers Bauman, former director of group sales at El Capitan Canyon in Santa Barbara, California, advises being authentic on a consistent basis. “The most important aspect of planning is authenticity and transpar- ency,” she says. “Whether a planner is representing the client while seek- ing a venue, or a venue or vendor is sending a bid, we’re all professionals and should have clear communica- tion with each other in order to best serve the client.” Centuries-old wisdom such as doing unto others or walking in someone else’s shoes can no doubt be applied to the ethics of planning. That’s an approach for dealing with DMCs recommended by Val Delaney, executive vice president of the Asso- ciation of Destination Management Executives International (ADMEI), who, like others, also focuses on trans- parency. “I hope that planners will approach the DMC proposal process with transparency and trust as it is the beginning of an important partner- ship,” she says. “Providing goals and parameters in their RFP will ensure they receive information relevant to their program needs while helping the DMC focus its time and talent on the items of importance to their planner partner. Some routine practices that may not quite fit in a “right- or-wrong” comparison can still have ethical overtones. For example, keeping oth- ers appropriately informed makes life less complicated for all concerned. “Timely communication with vendors and clients is always very impor- tant to establish trust and confi- dence,” says Maureen Stella, direc- tor of sales & marketing at The Opus Westchester in White Plains, New York. “No matter how busy you might be in a given day, it is important to try to respond within a few hours’ time frame, even if it’s just letting them know you are reviewing their pro- posal.” Even when someone is being demanding or has unrealistic expec- tations, she adds, it’s important to be solutions-oriented rather than criticiz- ing or expressing frustration. CONTRACT CHALLENGES In many cases, ethical challenges arise from problems with contracts. “Typically, these situations involve contract oversights discovered after the contract has been executed by both parties,” says Bob Harris, executive vice president of group sales, Visit Myrtle Beach/Myrtle Beach Area Chamber & CVB. “Doing the right thing, ethically, means both parties must be willing to revise the contract to correct errors.” Marshall Schminke, professor of Business Ethics & Strategy at the University of Central Florida, emphasizes that being fully fair and transparent with clients is not only the right thing to do, it’s clearly better long- term business. “Planners should ask, is there anything involved in executing this event that I would want to know Courtesy of Kendra Bauman Kendra Summers Bauman, former director of group sales at El Capitan Canyon in Santa Barbara, California, advises being authentic on a consistent basis. 42 April/May 2022 | Corporate & Incentive Travel | TheMeetingMagazines.com Define the process and be clear on timelines ... If meeting planners share as much information as possible, everyone will win ... DIANE LYONS, CMP, DMCP President ACCENT New Orleans Inc., a DMC Network Companyabout if I were on the other side of this transaction?” Stella advises against making prom- ises you can’t keep. “It’s easy to want to promise everything a client is asking for and more, but,” says Stella, “it is impor- tant to keep in mind what is realistic to execute. It’s better to under-promise and over-deliver than the opposite.” She, like Moore, also affirms the value of focusing on diversity. “We always put a focus on diversity and inclusion, and feel that it is important to have a diverse team with different backgrounds,” Stella says. This applies not just to staffing, but also everything from choosing speakers to making sure the selection of vendors includes minority-owned businesses. An ability to adapt to change with a positive attitude is also desirable. “Cor- porate planning can become tricky,” Summers Bauman says. “You may find a client has suddenly shifted from one to over a dozen cooks in the kitchen when working on a high-profile event.” On a fundamental basis, avoid- ing following the practices of part- ners that may be questionable is an imperative. “Don’t get sucked into the unethical acts of others, including your clients,” says J. Kevin Foster, an ethics expert at Business Ethics Advi- sors LLC. “It is easy to let your guard down when others around you are act- ing unethically.” CODE OF ETHICS To place attention on ethical think- ing, a practice worth considering by any planner is consulting an official code of ethics that has been adopted by a pro- fessional association. For example, Meeting Profession- als International (MPI), has developed a comprehensive code of ethics that can be accessed on its website. The first item listed, perhaps not surpris- ingly, is client service. That’s followed by descriptive language on conflict of interest, group autonomy, processes, methodology and tools, and safety, equity and trust. Also listed are stew- ardship of process, confidentiality and professional development. In the same spirit, members of Pro- fessional Convention Management Association (PCMA) are asked to meet high levels of professional and ethical behavior. This expectation is articu- lated in 10 specific areas, including acting with integrity, respect, honesty and credibility, respecting the poli- cies and regulations of partner orga- nizations, and refusing inappropriate gifts or incentives. Members are also expected to value diversity and strive to reflect it by providing and fostering an inclusive atmosphere. A look at codes of ethics put forth by other groups reveals a simi- lar conceptual framework. While individual compo- nents may vary, the overall thrust tends to be similar. Whether adopted from a professional group or adapted internally, a for- mal code of ethics can offer value on several levels. Rather than simply posting on a wall or web- site, such a document is worth review- ing on a regular basis. At a minimum, it can serve as a reminder of basic precepts. Shar- ing a formal code of ethics with team members can do the same for them while also providing an opportunity to emphasize your own commitment to high ethical standards. Even better, making it the topic of discussion at staff meetings can bring healthy inter- actions, especially if the standards are applied to real life examples of situations you or other team members have experienced. And when aspiring to the most fun- damental ethical behavior, one tried- and-true approach is always advis- able: “Consider the consequences of an unethical act before committing it,” Foster says. “Reputations are lost very quickly, and bad deeds are almost always found out.” With decisions large and small, ethical considerations should always be a priority. “As we’ve all been taught from the earliest of ages, it is always best to do the right thing — even if it’s not the easiest or the most efficient path,” Har- ris says. “Prioritizing ethics creates an environment of trust that will lead to a lifetime of partnership.” C&IT Courtesy of J. Kevin Foster J. Kevin Foster, an ethics expert at Business Ethics Advisors LLC, says unethical acts are always found out. TheMeetingMagazines.com | Corporate & Incentive Travel | April/May 2022 43 It’s easy to want to promise everything a client is asking for and more, but, it is important to keep in mind what is realistic to execute. MAUREEN STELLA Director of Sales & Marketing The Opus WestchesterLas Vegas DESTINATION // 44 April/May 2022 | Corporate & Incentive Travel | TheMeetingMagazines.comNew Features Emerge From the Pandemic Pause BY DAN JOHNSON L as Vegas continues to reign as one of the world’s top meetings destinations, with a staggering 150,000 guest rooms and 14 million sf of meetings space. But the key to the city’s success is that it con- stantly reinvents itself, thereby offering new experiences to groups, even during challeng- ing times such as the COVID-19 pandemic. “Each time attendees return to the destination, even if their events are annual, their experience is completely different each time,” says Stephanie Glanzer, CMP, senior vice president and chief of sales for MGM Resorts International. “They might discover a hot new restaurant, a new show, a new attraction or even entirely remodeled rooms.” Glanzer notes that during the past 20 months, MGM has debuted a wide variety of new experi- ences, from completely remodeled guest rooms at Bellagio Resort & Casino, and Luxor Hotel and Casino, to new restaurants and nightlife venues. Courtesy of Reina Herschdorfer DepositPhotos.com TheMeetingMagazines.com | Corporate & Incentive Travel | April/May 2022 45“Additionally, the level of service guests and attendees will find in Las Vegas is unparalleled to anything else in the travel industry. We know that, for all these reasons, attendance is generally very high when events take place in Las Vegas, and we see the attendees return- ing year after year,” she says. Caesars Entertainment has also been busy enhancing and expanding its offerings, including a multimillion- dollar refresh of Nobu Hotel at Caesars Palace, says Reina Herschdorfer, direc- tor of marketing, national meetings and events for Caesars Entertainment. Like Glanzer, she also lauds Las Vegas as a meetings destination. “With more than 300 days of sunshine per year and hundreds of flights from all over the world, Las Vegas is easily accessible by attendees from everywhere,” she says. “In addition to providing wonderful hotel options across the city, the qual- ity of amenities that are available is unsurpassed. Accommodating a large or small group and not having to use mul- tiple properties provides a multitude of advantages, from saving time to keeping all attendees in one place. The celebrity chef restaurants and high-design expe- riences are highly valued by attendees.” Las Vegas Convention Center Owned and operated by Las Vegas Convention & Visitors Authority (LVCVA), the Las Vegas Convention Cen- ter (LVCC) is one of the busiest facilities in the world. For the past 26 consecutive years, it has been the top trade-show destination in North America, according to the Trade Show News Network, the world’s leading resource for the trade show, exhibition and events industry. Since in-person meetings gener- ally resumed early last summer, Las Vegas has hosted an estimated 2.2 mil- lion convention attendees. During this time, the LVCC has hosted approxi- mately 60 trade shows and events with more than 800,000 attendees. This included trade shows such as World of Concrete, the Consumer Electronics Show (CES) and SEMA, the automo- tive trade show that attracted more than 100,000 participants. “Few facilities are able to accom- modate the SEMA show, which can attract upward of 160,000 individuals,” says Tom Gattuso, vice president of events. “With 4.6 million sf of conven- tion space and an additional 2 million sf of outdoor space, the facility is con- ducive to interactive attractions, educa- tional seminars and meetings, as well as after-hours receptions. It also features modern amenities and transporta- tion options, resulting in a superior attendee experience. Feedback from post-show surveys reveal that exhibi- tors and attendees are overwhelmingly pleased with the show, and we’re confi- dent that the LVCC’s world-class facil- ity is one piece of the puzzle that makes our event shine about all others.” Gattuso says SEMA was especially pleased when the convention center announced several years ago that it was going to expand and upgrade ame- nities throughout the facility. “It is on the cutting edge, with state-of-the-art features,” he says. “But it doesn’t stop there. The LVCVA maintains commit- ments to all facets of the show, from set up and tear down to food and beverage, to signage and drainage, and even hotel accommodations. It handles everything in a first-class manner.” Heralding the return of in-person meetings and events, LVCC opened its $1 billion West Hall last summer. Featuring a contemporary design and an abundance of natural light, the hall comprises 1.4 million sf of state-of-the- Above, the MGM Grand Conference Center offers 380,000 sf of events space. Left, the LVCC’s West Hall expansion opened last summer. 46 April/May 2022 | Corporate & Incentive Travel | TheMeetingMagazines.comA LEGACY OF MODERN LUXURY 70 YEARS OF WORLD-CLASS EVENT PLANNING FOREVER FONTAINEBLEAU COMING TO LAS VEGAS Q4 2023 FONTAINEBLEAULASVEGASMEETINGS.COM | FBLVSALES@FBDEV.COM Next >