MANAGEMENT OF MICE EVENTS

1

There have been various demographical changes facing MICE events.There have been an increased number of women in the workplaceresulting in a high number of attendees in the MICE events. Thechanging gender attendance has also led to changes of motivationalfactors in the events. Organisers should observe this trendand include sensitive gender facilitation during the events. Also,the workplace gender composition should be an eye opening for theevent organisers to choose the factors that motivate differentgroups of people. For instance, it would be more efficient to havefacilitators from both genders to give lectures to a mixed group ofattendees than having members from only one gender (Sox, Kline andCrews, 2014 P245). Generational changes have also affected MICEevents. The aging population that is likely to retire shortly islosing interest with events. The events have been attracting the babyboomers especially the Generation Y delegates. Generation Y is asocial group that is ambitious, optimistic and technological savvy.They prefer meeting online via the social events, and they are easilybored with long meetings.

Event organisers can respond to their needs in various ways. First,they should not make the events with long facilitations without anallowance of energisers. It is a method that can help to reduceboredom. For example, the meetings should give room for gamificationand live podcasts. Secondly, the facilitators should exude a youthfulaura that is in line with the Generation Y’s needs. They shouldalso avail the information online where people can view it after theevent (Fenich, Scott-Halsell and Hashimoto, 2011 P 55). Someadditional facilities like the free internet in the meeting pointscan attract a large number of the youthful generation (Sox, Kline andCrews, 2014 P246). During breaks, they can use the facilities toaccess their fries and communicate with them. Also, unlike the oldergeneration that is not ambitious, Generation Y prefers havinginteractive sessions during events. It is ring the question andanswer sessions that they learn a lot from each other.

Also, they do not have to wait until when giving feedback o expresstheir concerns. Therefore, when organising for events, this should bea major factor of consideration. The duration of the meeting, thefacilities and the mode of facilitation, if necessary, shouldcapitalise on their needs. They should also capitalise the use oftechnology during and after the event. Those attending the attendingcan like up later through social sites and share ideas.

Question 2

Marketing destinations are important considerations for both thesuppliers and the buyers. The destination can mean success or failureof an event to the buyer. It can also lead to massive gains for thesuppliers. Several factors influence the choice of a destinationincluding the services offered, the cost, the outward image, itslocation and the facilities present. For example, Hong Kong is adestination for many events for various reasons. It has more than 60airlines making about 2,600 flights every week ad this makes itaccessible and linked to other cities. It has won numerous travelawards and therefore, it has a good outward image (MEHK, 2015).

There are bodies that provide information on the best marketingdestination. Convention and Visitor Bureaus (CBV’s) are non-profitbodies funded by both the public and private sectors that carry outthe role of advising on the best destinations. CBV’s encouragebuyers to meet in a specific area after considering it fit for thekind of activity (Rogers, 2008 P 16). They also assist buyers inpreparing for events. During the events, they encourage the attendeesto visit the auxiliary facilities with the destination includingcultural and historical centres. They try to give a desirable imageof the community they represent.

Digital Marketing Organisations are closely related to CBVs sincethey have similar roles. DMOs are charged with the responsibility ofrepresenting a specific destination and assist in the long-termdevelopment of a place. They act as the key for the visitors in aparticular place. They can also act as agents for conventions andhelp in the planning meetings. They also present the image of theplace to the visitors, and this triggers their interest to visit someof the attractive local sites. They save visitors a lot of time thatcould be spent looking for information on the available facilitiesnear their point of focus. A notable aspect of the DMOs is that theyoffer unbiased information regarding a location. Most of theinformation given to the visitors is free of charge. The main goal ispresenting a good image of the place and aid in future considerationsfor events. They have been instrumental for MICE organisers since theinformation they provide help in filtering the most appropriateplaces for a given event. The information they provide to theattendees contributes to a satisfying stay. Since it can be providedbeforehand, attendees can plan their stay in advance and enjoy whatthe destinations to offer alongside the activities of the main event.

Question 3

Event evaluation should occur at the closure although many eventorganisers overlook it. It has various benefits to the variousstakeholders. It is instrumental in measuring the performance againstthe objectives of the event. For example, buyers organising anexhibition may have the targeted number of attendees so as to exploittheir resources fully. The number of recorded attendees at the end ofthe event will prove whether they achieved their goals. Such anevaluation prompts them to review any shortcoming in attractingparticipants in case they did not achieve the targeted number. It canalso be a major tool to review the hiring of intermediaries, such asDMOs, who may affect the number of participants significantly due tothe lack of intensive advertising. As indicated, DMOs play animportant role in event planning providing information to theattendees. The intensity of the advertisement significantly affectsthe number of people turning up for an event.

An evaluation also allows the stakeholders to gather ideas to makefuture changes and improvements. The various methods of collectingfeedback, for example giving short questionnaires or making commentsin the visitors’ book can be sources of vital information. Duringthe events, the organisers deduce information from the attendeessince it is easy than waiting to react out for them after the event.For example, for the buyers, they can get information on theappropriateness of the location and the available auxiliaryfacilities that attract people. . If the participants expresssatisfaction by quoting contentment with the available facilities,buyers can consider it as a potential destination for a future event(Shone &amp Parry, 2010 P12). Suppliers can also learn from theevaluation by reviewing the comments made on the services andproducts presented to the attendees during the event. Intermediarieslike the local authorities can learn a lot from the evaluation. Forexample, they can get information on security or parking concernsfrom the visitors. They can use the information as a basis to improvetheir services for a future event.

Evaluation is also necessary for quantification of success. A generaloverview can be misleading. For example, a large number of attendeesare not a guarantee that they enjoyed the services they received orthat they approved the location. Such qualitative information canonly be derived from reviewing their feedback (Shone &amp Parry,2010 P14). After evaluation, the stakeholders can quantify thesuccess of the events and make work towards making improvements. Theinformation is also important in identifying the strengths and theweaknesses of the stakeholders. Buyers and the suppliers can onlydiscover their strong points by evaluating the satisfaction of theattendees. All mice events should, therefore, focus evaluating everyevent after its closure so that they can make desirable changes infuture.

An evaluation should attract all the stakeholders to an event. Themistakes done by one partaker can undermine the efforts of the othergroups. For example, DMOs can be very effective in attracting a largenumber of participants but if the suppliers fail to deliver qualityservices, the event will not be successful. The main aim ofevaluation, therefore, is to create a strong inter-dependent team.

Question 4

In MICE events, project management plays an important role in theirsuccess. A project refers to the unique set activities that are wellcoordinated with a definite beginning and end. An individual, or anorganisation, that have to fall within the schedules, budget andtimeline can undertake the activities in a project. MICE events canreap a lot when taken like projects that must have a set of definedobjectives.

First, a project has a systematic approach that ensures theuniqueness of each undertaking. MICE events can use this approach andtake each event as a unique activity that requires specific objectiveand activity schedules. For example, one organiser can have twoconcurrent events but in different settings. Although they mayinvolve similar activities, there is a need to rake each as a uniqueactivity with an independent activity schedule and objectives.Secondly, a project has a clear work plan that gives different peopleor group definite responsibilities. Events use the same approach todividing roles among the available staff, and this reduces the riskof relying on one person to perform all the activities.

A project also has specific objectives that all the stakeholders workto achieve. Project managers communicate them to all the parties.Event organisers also rely on the input of different people. They usethe same approach to ensure that all the involved parties use acommon terminology to work towards a similar objective (Gardiner,2005 P 18). A result is a group of people working interdependentlyand complementing each other. A shared objective brings themtogether. For example, during an exhibition, one of the objectivescan be to give people the best services for them to find value in theoccasion. The suppliers must ensure that they give their best shot.The advertiser must ensure that they provide all the usefulinformation to the attendees. The intermediaries, for example, thegovernment will work towards the same by ensuring top notch securityfor the visitors. At the end of the event, the parties will havecontributed towards achieving the objective.

A major advantage of a project is that it gives the management aneasy time in monitoring all the activities and responding to theconcerns of all the stakeholders (Gardiner, 2005 P 21). In an event,the event organisers can monitor the work of an individual or a groupby juxtaposing their performance against the set roles (Gardiner,2005 P 23). It is also easy to hold parties accountable for anyshortcomings without placing the blame on all the stakeholders.

Question 5

MICE events have various economic advantages to the destinations.Before a major event, destinations prepare in advance, and they worktoward making the events successful. The number of people attendingan event translates to increased economic benefits (King, 2002 P107). These benefits may increase significantly if the marketers workintensively to promote the event and the auxiliary services thatmembers can enjoy during their stay.

First, during the stay, visitors spend resources in the destinationshotels and conference venues. These amenities record higher revenuesthan usual, and it also translates to increased revenue for thegovernment. When advertising the events, DMOs include a list of theavailable hotels and other facilities that they deem to be ofinterest to the visitors. It is during events that such institutionsget massive bookings sometimes even beyond their capacity.

Secondly, when coming into the destination, visitors spend ontransport either by air or hiring taxis to take them to their hotels(Hankinson, 2005 P 27). During any major event, for example, theclimate change convention held in Paris, there was a recorded highnumber of international arrivals and bookings. The people offeringthese services reap from the visitors. The attendees of the eventsrely on the information the DMOs give to narrow down to a list of theresources they can exploit in a destination. They provide informationon transport services and transport agents for those who may requirethe services. Visitors may contract the services of transportcompanies for their entire stay period to be taking them to the eventand back to their hotels. They may also use the services to tourother places of interest in eh destination. In doing so, theyincrease the earnings of the companies.

Also, the DMOs provide information on where visitors can enjoythemselves, for example, in historical and cultural sites or in thebest places to go for shopping (Hankinson, 2005 P 29). During theirstay, people look forward to exploring a destination. They visitparks, public sites, and shopping complexes. As they do so, theyspend a lot of money by purchasing items or by buying tickets to gainentry into the parks. It translates to increased revenue for theresidents of a destination. The success of an event can result insome visitors retuning to the destination for private businesses orspend their leisure.

However, there may be negative effects of the events. For example,during the anticipation of an event, the residents can investimmensely in anticipation for huge returns. The event may fail toreach the targeted turn up, and the investors are likely to encountera loss. Also, there are some conferences that require some of thedaily activities of the residents to be halted (Hankinson, 2005 P32). For example, high-end meetings in a city may require motoriststo clear from a road for a few days. The move can result in aneconomic loss for the operators. A good example in the businessSummit Held in Nairobi in 2015. The authorities restricted motoristsfrom using some roads for about three days. Those who relied on theroads for their economic activities received a blow. However, thearguments given for such incidence is that the destination is aimingat the long-term profitability.

Question 6

Companies offer incentives to their employees as part of theirrewarding programme, Incentives comprise of luxurious trips toattractive destinations. Companies use them as a management tool tomotivate the employees and recognise their hard work. It leads toincreased support for the organisational goals. It is, therefore,advantageous to both the employer and the workers.

For the employer, it leads to the employees developing a positiveattitude toward him. They value the employer more than cash items.When working, they aim at the organisational goal rather than whatthey get at the end of the month. Also, work environments haveemployees w ho compete to give their best.Departments can also compete fiercely to emerge the best. During theincentives, the rivals can relax together and reduce the tension thatthey always have in the workplace. Not all workers get a chance to gofor the incentives. They are, therefore, motivate to work hard andpossibly secure a place in future trips. Luxurious trips areexpensive and employees find it noble and generous for the company toaward them with one. They can work very hard to be part of the teamsince most of the may not afford it out of their pockets.

Employees derive a lot of motivation from the incentives. Physicalmotivation results from rest, sports and the tie for interaction.They also get a chance to experience other culture, and thiscontributes to their appreciation of people from different parts ofthe world. The interpersonal bonds they develop during the tripsrespond to their intrinsic needs. They can share their experiencesthat have an interest outside the work environment. Also, they gainhigh social status among others in rival companies. It is one way ofretaining talents because they feel valued, and they continue workingwithout being distracted by offers from other companies that do nothave a similar programme,

When choosing a destination for the incentive programme, businessleaders should look for places that have a wide range of services tooffer. Hong Kong is one of the top destinations for many companies.Its unique features give employees a chance to explore and relaxwhile enjoying the rich culture (Hankinson, 2005 P 26). The City hasa dynamic business environment with a stable government andtherefore, the safety of the worker is guaranteed. It also has anumerous number of flights to over 120 countries worldwide. It is,therefore, easy for employees to access it from their home countryand this cut on the travel costs. It also hosts people from differentbackgrounds who come to shop and spend their holidays (Hankinson,2005 P 27). Employees can get a chance to interact with people fromdifferent backgrounds and cultivate their cultural tolerance. Thecity is, therefore, an ideal example of an incentive destination.

Bibliography

Fenich,G., Scott-Halsell, S. and Hashimoto, K. (2011). “An investigationof technological uses by different generations as it relates tomeetings and events: A pilot study.” Journalof Convention and Event Tourism,vol. 12, No.1, pp 53-63.

Gardiner,P. (2005). Projectmanagement.Basingstoke: McMillan.

Hankinson,G. (2005). “Destination brand images: A business tourismperspective”, Journalof Services Marketing,vol. 19, No.1, pp 24-32

King,J. (2002). “Destination marketing organizations—Connecting theexperience rather than promoting the place.” Journalof Vacation Marketing,Vol.8, No.2, pp 105-108

Meetings&amp Exhibitions Hong Kong (MEHK). (2015). HongKong: Asia’s World City.Available from www.mehongkong.com/eng.index.html

Rogers,T (2008). Conferencesand conventions: A global industry.Oxford: Butterworth-Heinemann

Shone,A. and Parry, B. (2010). Successfulevent management: A practical handbook.New York, N.Y.: Cengage

Sox,C.B., Kline, S.F and Crews, T.B. (2014). “Identifying bestpractices, opportunities and barriers in meeting planning forgeneration Y.” InternationalJournal of Hospitality Management,Vol.36, No.1, pp 244-254.

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