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Meeting Planner’s Handbook

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2

CHAPTER 1 Timeline and Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

CHAPTER 2 Meeting Budgeting and Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

CHAPTER 3 Request For Proposal (RFP) Process . . . . . . . . . . . . . . . . . . . . . . . . .11

CHAPTER 4 Site Selection and Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . .13

CHAPTER 5 Managing Housing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17

CHAPTER 6 Event Registration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19

CHAPTER 7 Air Travel Arrangements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22

CHAPTER 8 Ground Transportation Arrangements . . . . . . . . . . . . . . . . . . . . . .25

CHAPTER 9 Selecting And Working With Speakers . . . . . . . . . . . . . . . . . . . . .28

CHAPTER 10 Meeting Room Setup . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32

CHAPTER 11 Food and Beverage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36

CHAPTER 12 Technology / Audiovisual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38

CHAPTER 13 Pre- and Post-Conferences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40

CHAPTER 14 Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41

CHAPTER 15 Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44

Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .57

Dolce Meeting Planner’s Handbook

1 Dolce International 2005

Table of Contents


IntroductionDolce International presents the DolceMeeting Planner’s Handbook, a compre-hensive and user-friendly guide to help youplan all your conferences and meetings.

For over 25 years, the Dolce name hasbecome synonymous with “successfulmeetings” as our company has been built upon a commitment to excellence in servicing our clients every step of the way.Utilizing our vast knowledge and resources,this handbook is sure to become an indispensable tool that will provide you with insightful information and detailedchecklists to plan your meetings. Whetheryou are in the initial stages of propertyselection, or immersed in the step-by-stepdetails of execution, this will become a valuable reference guide that you will want to keep handy for use every day.

QUESTIONS OR COMMENTS?

Contact a Dolce Meeting Planner at any one of our Dolce destinations, or in North America call our 24/7 MeetingsDesk at 1-800-57-DOLCE.


CHAPTER 1

Timeline and checklistSIX MONTHS OUT

[ ] Establish meeting objective(s), subjects to be covered and theme.

[ ] Determine who is to attend, including local guests and other VIPs.

[ ] Create checklist for all meeting segments and assign responsibility and completion dates.

[ ] Select several possible meeting dates and sites, keeping in mind local holidays, events and weather conditions.

[ ] Contact convention and visitor bureaus, national tourist offices, hotel/conference centers, and representative sales offices (on-site, regional, or national) and visit websites to research site selection.

[ ] For international meetings, take into account cultural considerations, including holidays and other events. Also, contact your local U.S. embassy or consulate and make arrangements for banking needs, select a receiving agent for shipments needing customs clearance, and determine and contract for other third-party vendors.

[ ] Check references from other meeting planners of recent and comparable meetings and select facility/destination.

FOUR TO SIX MONTHS OUT[ ] Inform potential attendees of date and place of meeting.

[ ] Issue media release, if desired.

[ ] Meet with the onsite team at site selected. Walk the space to discuss the meeting flow.

[ ] Refine program and agenda.

[ ] Select speaker topics and speakers, and determine speaker audiovisual requirements.

[ ] Negotiate and sign facilities contracts, including food and beverage agreements, meeting room use, other necessary clauses (attrition, indemnification, arbitration, etc.) and display or use of competitive goods and services, if appropriate.

[ ] Contract with airlines, ground transportation and a destination management company, as necessary.

[ ] Order and confirm delivery date of giveaways.

[ ] Determine arrangements for shipping materials.

[ ] Select photographer, entertainment and security vendor.

[ ] Determine and arrange for on-site office and communications. needs, including Internet provider.

THREE MONTHS OUT[ ] Obtain rights and permission for any material you intend to reproduce.

[ ] Plan and arrange airport arrival needs for meet-and-greet, particularly if security clearance and passes are needed.


continued on next page


TWO MONTHS OUT[ ] Addendums and/or reductions to sleeping rooms.

[ ] Determine meeting room setups.

[ ] Order necessary signage.

FOUR TO SIX WEEKS OUT[ ] Reproduce materials for distribution.

[ ] Reconfirm arrangements with all suppliers.

[ ] Send attendees information about the meeting, participation requirements and hotel/conference center facilities.

TWO WEEKS OUT[ ] Initial Rooming List needs to be sent out along with any dietary needs.

[ ] Ship materials in numbered containers (via air express) to meeting site and confirm acceptance and location of materials

[ ] Prepare name badges for all attendees.

THREE DAYS OUT[ ] Conduct briefing meeting for your own staff about on-site administration and responsibilities.

[ ] Check inventory of materials and supplies shipped in advance, including handouts.

[ ] Hold a pre-conference meeting: Review last-minute changes to conference résumé, including guarantees, and remind facility staff of importance of meeting.

[ ] Meet with facility accounting department to confirm procedures for daily review of charges to master account and prepare final accounting and auditing report of all charges.

[ ] Confirm information to be posted on reader boards.

[ ] Provide hotel with the final list of names, highlighting VIPs.

[ ] Meet with facility security, and review procedures (also meet with local security, if necessary).

[ ] Review rooming list with front desk and confirm all pre-registered attendees and procedure for check-in; inspect rooms assigned to VIPs and to attendees requiring rooms that meet ADA standards.

[ ] Check weather reports for arrival delays and review alternate plans; coordinate airport meet-and-greet plans.

[ ] Coordinate specific times for guest room delivery of any meeting materials and/or gifts for VIPs.

[ ] Set up private office space and separate registration area.

POST-MEETING[ ] Run separate post-meeting follow-ups with your own staff and the facility and issue specific gratuities where deserved.

[ ] Send thank-you letter to facility.

CHAPTER 1 — Timeline and checklist (continued from page 3)



CONSIDER THE FOLLOWING SUGGESTIONS• Determine which expenses will be

assumed by the meeting sponsorand by the attendees.

• Create a balance sheet listingexpenses for all functional areas ofyour meeting, such as staff time,marketing expenses, air and groundtransportation, accommodations,food and beverage, entertainmentand recreation, taxes and gratuities,service charges, audiovisual equip-ment and production costs. Build ina contingency fund for unanticipat-ed, last-minute expenses.

• Don’t forget expenses for licenses(music, written materials) and insurance (liquor and general liability, business cancellation and interruption).

• Check budgets from similar meetings to gauge spending.

• Consult with your company’saccounting office or financial officeron formatting the budget so it’scompatible with internal accountingsystems.

• Secure the signature of a financialofficer or other person with fiscalresponsibility in your company forany expenditures above what youhave budgeted.

• Make sure funds are allocated to pay all suppliers. Establish a holding account for accrued program expenses.

• Determine goals & objectives forthe meeting as it relates to yourbudget. Keep in mind the pre-plan-ning questions about the type ofmeeting, attendees, theme, etc.

• Show where income is coming from& where it is going.

• Identify what percentages ofincome are being derived fromwhich areas.

• Analyze what the organization isspending & where expenditures may be too large.

• Determine where there may be flexibility to increase revenues.

• Project overall increases & deficits.• Make sure the budget is developed

within the overall context of theorganization’s goals & its fiscalstructure.

ESTABLISH AN EXPENSE BUDGET• All expenses relating to each area

need to be listed.• Estimates should be obtained from

suppliers.• Be detailed in developing line items.• Develop a budget handbook for

calculations & backup quotes.

DEVELOP THE INCOME BUDGET• Is profit expected from registration

or exhibits?• Should social functions break even

or make a profit?• Will there be outside funding or

grants for portion of revenue?• Use recent registration trends and

history to determine registrationincome.

• Consider changes in economic envi-ronment that may affect registration.

• Be conservative in arriving at incomeestimates.

• Consider investment income (largermeetings) interest earned onadvanced registration and exhibitspace rental fees.

• Determine all sponsorships.

Budgeting for your meeting

CHAPTER 2

When looking at your budget payattention to more than just guest roomrates. Many hotels and conferencecenters include things that otherscharge for. Consider all factors in youroverall budget, such as:

✔ Food & beverage prices.✔ Recreational budget.✔ Resort fees/health club fees.✔ Audiovisual.✔ Transportation costs.✔ Technology fees.✔ Local taxes.✔ Service Charges.

Consider All Factors

Budgeting wisely for your meeting will allow you tobe more accountable for the overall success of themeeting. The more fluent you become in understand-ing how last-minute changes can cost your organiza-tion a lot of extra money, the more it will enable youand your company to hold more meetings and staywithin your budget. Creating a spreadsheet of yourexpenses and any income you may receive from vendors, sponsors or exhibitors will begin theprocess smoothly.



DON’T FORGET TIPPING IN THE BUDGET PLANNINGEven planners with decades of experi-ence are often confused by the who,the what, the when and how much to tip.

The difference between gratuity & tipis determined by which hotel servicereceives it—i.e.: bell staff receives atip, catering bills include a gratuity. In some cities, states and countries,local sales tax is charged on a servicecharge but not on gratuities or viceversa. The gratuity sometimes ismandatory, required by union contract.

Remember that some resorts andconference centers include gratuitiesand tips in the package, so make sureyou know the specific guidelinesbefore you begin to tip.

• When to tipSome meeting planners will give asmall gratuity up front and let it beknown that there is more to comeonce they experience excellent performance and service.Reward...don’t bribe! Ask questionsof the facility right up front about tipping. These questions can include:– How is the mandatory gratuity distributed?– Who relies on tips as part of their wages?– How much of the mandatory gratuity stays with the facility?

• Questions to ask your staff while on property– Who was visible throughout theentire meeting?– Who volunteered to do things for us without asking?– Who worked extra hours for us?– Who went above and beyond?– Who was especially courteous?

– Did the service exceed our expectations?

• What to giveCash is the tip of choice but thereare other things you can give. Keepin mind some facilities will not allowtheir employees to take gifts or tipsso know the companies’ policiesbefore you begin to give out tips.Other ideas are:– Gifts.– Logo items from your companyand the meeting.– Flowers.– Candy.– Theater tickets.– Letters to their boss.

• Budget for gratuities & tips.– The gratuity budget dependslargely on the length of the event,complexity, number of attendeesand the size of the overall eventbudget.– Set percentage of total meetingbudget for gratuities, usually 1 to1.5%.– Set amount per attendee.– Set amount per sleeping roomused.

• Operational tip control– Record daily.– Provide staff with a pre-determineddaily amount of cash for tips.– Keep a record of who (with signa-ture) got how much at the end of themeeting.– Signature sheets should be provided as backup for the master bill.– Request proof the gratuities were actually distributed.– Write your tips with checks for easier record keeping. ■

CHAPTER 2 — Budgeting for your meeting


Even planners with decades ofexperience areoften confused by the who, thewhat, the whenand how much to tip.


Budget checklistSITE SELECTION

[ ] Researching sites, including costs of directories, software, etc.

[ ] Preparing and distributing requests for proposals.

[ ] Travel, housing, ground transportation, and other site-visit costs.

STAFF[ ] Salaries and benefits for permanent staff.

[ ] Wages for temporaries.

[ ] On-site expenses for travel, housing, and other costs.

[ ] Custodial, security, electrical, audiovisual, and other contracted personnel.

PROMOTION[ ] Production and distribution of promotional pieces and other delivery vehicles.

[ ] Telephone.

[ ] Advertising costs.

[ ] Registration/housing confirmations.

PRINTING[ ] Forms for registration (and housing if done in house).

[ ] Tour and special event order forms.

[ ] Tickets for meals and special events.

[ ] Program agenda.

[ ] Badge blanks and holders.

[ ] Special handouts and announcements.

[ ] Banquet menus and programs if separate from main program.

[ ] Enclosures, order forms, and other items in registration packets.

[ ] Exhibit programs (if separate from main program).

[ ] Special invitations.

[ ] Materials for divisions, committees, board members, special interest groups, etc.

CHAPTER 2 — Budgeting for your meeting




PROGRAM PLANNING[ ] Committee meetings, telephone, mailing, duplicating, etc.

[ ] Expenses of speakers: honoraria, amenities, travel, other.

[ ] Audiovisual services.

[ ] Rent for meeting rooms.

[ ] Special events, entertainment.

[ ] Golf or other sporting events.

[ ] Decorations.

[ ] Signs.

[ ] Awards.

[ ] Flowers.

[ ] Food and beverage.

[ ] Office furniture and equipment.

[ ] Staging.

[ ] Registration equipment.

[ ] Telephone.

[ ] Press room.

[ ] Simultaneous interpretation and audience response equipment.

EXHIBITS, PROMOTION, COMMUNICATION, CONTRACTS, ROOM RENT, DECOR, HOSPITALITY, CUSTODIAL, AUDIOVISUAL

[ ] Duplication: manuals, lists, regulations, charts, etc.

[ ] Drayage.

[ ] Electrical.

[ ] Storage.

[ ] Office.

CHAPTER 2 — Budgeting for your meeting (continued from page 7)




SPOUSE, CHILDREN, GUEST PROGRAMS, COORDINATOR EXPENSES

[ ] Gifts and amenities.

[ ] Program.

[ ] Transportation.

[ ] Entertainment.

[ ] Committee expenses.

[ ] Child care.

[ ] Insurance.

[ ] Signs.

MISCELLANEOUS[ ] Office supplies.

[ ] Insurance.

[ ] Taxes.

[ ] Shipping.

[ ] Storage.

[ ] Gifts.

[ ] Shuttles, limousines, other transportation and parking.

[ ] Accounting.

[ ] Legal services.

[ ] Dietary requirements.

CHAPTER 2 — Budgeting for your meeting (continued from page 8)



SUBMITTING RFPsAfter the preliminary research is com-plete, create a request for proposal(RFP). This allows a property to see,in writing, the information about yourgroup. Preparing the specifications is a valuable process because itrequires the planner to think about all the needs of the group. There aremany on-line RFPs available in theindustry to benchmark and use.Document all site requirements,including:

• Preferred dates and optional dates(if available).

• Number and types of guest rooms.• Number, size and usage of meeting

rooms and the times they are needed.• Range of acceptable rates.• Dates and types of meal functions

and breaks.• Exhibits and any other special

events or activities.• Any related information such as

complimentary requirements.

CREATING AN RFP• Overview

Some requests for proposals areshort. Others may be dozens ofpages. It depends on the nature ofthe meeting and the sponsoringorganization’s tastes. The commondenominator is that an RFP, alsocalled request for quote, sets forthhow the planner wants a meetingfacility to accommodate the meet-ing and help achieve its objectives.Following are items to include in acomprehensive RFP for a fairlycomplex meeting. An importantnote: Sending the same RFP formto every property makes compar-isons easier. Begin the RFP for ahotel, conference center or otherfacility with an overview that

includes:– Group or meeting sponsor: Fullname of organization (acronym inparenthesis) and a brief descriptionof the sponsor-structure, missionand purpose.– Contact information: Name(s)including alternate contacts, title(s), address(es), communication numbers (phones, fax, e-mail) and contact times and time zones.– The meeting: A brief description—purpose, goals and objectives, gen-eral format and audience profile.– History: Up to two years of meet-ing history—dates, attendance,facility or facilities used, roomsblocked and picked up, and rangeof rates.

• Information to Provide– Other sites and destinationsunder consideration. This allowsproperties to know with whom theyare competing.– Date selection. Determining the

acceptable and unacceptable datesprovides a structure for a facility torespond with dates that work foryour group. If your group has flexi-bility in when it can meet, state theparameters of the dates or daysthat will be considered.

• Range of rates– Determine the range of ratesoffered during the time of the yearyou’re holding your meeting.– Provide parameters for rates thatwill be acceptable to your group.– Indicate whether those rateparameters include taxes or anyadditional fees that may becharged.

• Special requirements. There maybe special needs or informationthat will help the facility understandwhat will make your meeting a suc-cess. For example, you may need:– A specific number of non-smok-ing or smoking rooms.

Request for proposal (RFP) process

CHAPTER 3



– A variety of restaurants within afew-minute’s walk of the property. – Low-cost transportation to andfrom airports. – More than one or two rooms forpersons with disabilities.

• References. Request names andcontact information for meetings ofsimilar size, focus and scope heldin last six to 12 months at thisproperty.

• Proposal process– Provide the date by which propos-als must be received and what collateral materials (meeting roomcapacities, menus, AV rate sheets,labor charges, etc.) should beincluded.– Describe your organization’s deci-sion process and the date by whicha decision is expected. Note thatfacilities may not hold the datesproposed until they receive asigned contract.

• Complete meeting specs– Sleeping-room block: Describeday-by-day specifications, includ-ing early arrivals/late departures;bed and room types; how manyguest rooms and what types(suites, singles, double-doubles,ADA-compliant, smoking, non-smoking) you need to block.– Space needs: Provide day-by-daydescription of space needs includingregistration area, office space,speaker ready room, lounges and allmeeting space. Specify the set-upand tear-down times and the actualtime of use. Provide either thesquare footage for each room or thespecific room setup including antici-pated audiovisual equipment. Forexample, if your group uses a

schoolroom set, specify the sizetables and how many chairs (two orthree) per table, and how the roomshould be set.– Exhibit/display space: Even ifyour meeting does not feature a fullexhibit program, you may have aneed for tables for organization,city or vendor literature. For anyexhibits or displays, specify net andgross square footage, move-in andmove-out times, and load factorsfor elevators, docks and exhibithalls. ■

CHAPTER 3—Request for proposal (RFP) process


Preparing the specifications is avaluable processbecause it requiresthe planner to thinkabout all the needs of the group.


TYPES OF SITES TO CONSIDER• Conference centers.• Hotels.• Resorts.• Convention centers.• Universities and corporate centers.

SLEEPING ROOMSNumber needed, and bed and roomtypes. Your audience profile and history will help you determine howmany one- or two-bed, non-smokingor smoking, or ADA-accessible roomsyou need.

MEETING SPACE• Before you begin the selection

process, know the format and spaceneeds of your program.

• Try to use the history of a similarmeeting to determine meeting-roomneeds.

• Factors to consider:– Soundproofing.– Individual-room HVAC(heating/ventilation/ air conditioning)and lighting controls.– Flexibility of use, including 24-hour holds on space (with orwithout a charge).– Sound systems.– Access to/quantity of telephones,restrooms.

– Recent renovations.– High-speed Internet and Wi-Fi.

MEETING EQUIPMENTDetermine what kinds of equipment(tables and types, chairs, water pitch-ers, sign easels, etc.) are available, andhow much of a facility’s inventory willbe available for your meeting. Requestan inventory list.

OTHER GROUPSMany planners work for organizationsthat would risk convenience or securityif some other specific group, or certaintype of group, were to meet at thesame site or in the city at the sametime. Therefore, consider the following:• Discuss with the site what your

organization does, who the partici-pants will be, and who your speak-ers, if they are high profile, will be.

• Ask what other groups are bookedin-house and in the city during yourprogram dates. At some point, youmay want to determine what speak-ers are booked for other in-housegroups. If one is a controversial figure, is there potential for demonstrations or picketing?

• Ask how the site coordinates withthe CVB and other hotels to avoidbooking incompatible groups.

COSTS• The obvious: Sleeping-room rates (or

at conference centers, completemeeting package rates), taxes, andfood-and-beverage prices.

• The not-so-obvious: F&B taxes andgratuities, service charges, andwhether these are taxed; phone-access fees including fees for highspeed and Wi-Fi access; fees forusing vendors from outside the facili-ty or not on the facility’s preferredlist; meeting room setup and rentalcharges; and surcharges such asresort fees or energy fees.

Site selection

CHAPTER 4

What factor is most important in picking a venue for your meeting?Availability? Price? Location? Quality of service? In this section, we will provide you with the informationyou need to work through this process.

Check The Following

✔ Automatic External Defibrillators(AEDs) on site, and the number of life-safety-trained personnel on property as well.

✔ Full-time security personnel and experience.

✔ Location of hospital and fire/policeand other emergency contacts relative to the site and to offsite events.

✔ Site’s record of reported incidents.

✔ Compliance with Americans withDisabilities Act and fire-safety laws.

Life Safety



ANCILLARY/SUPPORT SERVICESObtain lists of service providers fromthe CVB, but also discuss your needswith the site. Types of services youmay need:• Audiovisual equipment/services.• Business and office supplies and

services.• Interpretation services for persons

who are deaf or who speak anotherlanguage.

• On-property car rental or airline desks.• Exhibit decorators.

TRANSPORTATION AND PARKINGCosts and availability of spaces andservices (self vs. valet) may impactyour meeting if you have many localparticipants, day guests or car renters.

RENOVATION, CONSTRUCTION• Ask for details of the last renovation

(hard and soft goods).• Ask about future plans for renovation

and expansion, or if the facility willeliminate meeting space or guestrooms in a renovation.

• Ask how the site has prepared toprotect your meeting, just in casethere is any construction work to beconducted in or around the propertywhile your meeting is in progress, orwork not completed prior to thegroup’s arrival.

SITE POLICIESAsk to see a list of site policies thatmay impact your meeting’s financial oroperational scope. Here are someitems to consider:• Charges for early departures from, or

extended stays in, guest rooms.• Substituting one participant’s name

for another in the room reservation list.• Per-person daily resort or other fees

for ancillary services.• Additional servers for meals above

what a facility’s labor contract specifies.

• Meeting-room rental charges if yourgroup does not meet the hotel’sroom block, even if there are sched-uled food-and-beverage events.

• Policies governing attrition, cancellation and termination.

CONTRACTUAL ISSUES• Before deciding on a site, ask to see

a copy of the facility’s standard con-tract, and specifically request to beinformed of any language that is notnegotiable.

• If your organization uses its own stan-dard contract, provide any clauses thatare “must-haves” for your meetings.

• Key clauses to consider: “walking”guests (relocation to another hotel),attrition, cancellation, termination,guest room name substitutions,reservation cut-off dates. ■

CHAPTER 4 — Site selection



[ ] Site Completed By (Date).

[ ] Name of Meeting.

[ ] Dates of Meeting.

[ ] Hotel Being Considered.

[ ] Type of Property (Conference Center/Hotel/Resort/Airport/Suburb).

[ ] Number of Guest Rooms and Suites.

[ ] Number of _______Double/Doubles

_______Kings

_______Queens

_______Singles

[ ] Spa?

[ ] Fitness Center?

[ ] How Many Non-Smoking Rooms?

[ ] How Many Restaurants?

[ ] How Many Bars/Lounges?

[ ] Is there a Club or Concierge floor available/How many rooms?

[ ] Is construction planned? When and for how long?

[ ] Is the Facility ADA Compliant?

Explain

Site inspection checklist





Property ratingRate each hotel on a scale of 1 to 5 on the following criteria:1 is poor, 2 is average, 3 meets expectations, 4 is good and 5 is excellent

CRITERIA HOTEL 1 HOTEL 2 HOTEL 3 HOTEL 4 HOTEL 5

Hotel Name

Lobby/seating

Lobby/cleanliness

Lobby/décor

Public restroom/availability

Public restroom/cleanliness

Guest room/décor

Guest room/cleanliness

Adequate # of guestrooms

Guest room amenities

Bathroom amenities

Restaurant/décor

Restaurant/cleanliness

Menu selection

Food & Beverage creativity

Banquet presentation

Banquet menu prices

Banquet tables/chairs condition

Meeting space décor

Meeting space proximity

Meeting room amenities

AV/sound system expertise

Meeting space soundproofing

Ceiling height adequacy

Lighting

HVAC

Business center

Business center availability

Security

Staff Friendliness

Health Fitness Center

Proximity to Airport

Parking/fee

Spa

Golf on property/close by

Pool

OVERALL SCORES



SELECTION OF PROPERTIES• Know your attendees’ needs, pref-

erences, frequent-stay affiliations,preferred price points, etc.

• Know your group’s history of pick-ing up blocked rooms; review fre-quently to determine the number of rooms to block and your pattern.

• Do at least one site visit to thehotel you select.

• Review potential hotels with yourshuttle contractor for cost value.

• Keep abreast of and consider anynew properties being built, as wellas any renovations planned.

• Do your homework and know whenthe property and the destination’speak times are, and research whatthe potential rates will be duringthat period. If possible, find outwhat other groups are in house atthe time and what rates they arepaying.

MONITOR ROOM PICK UP• Monitor the process constantly.

Also test the call centers. Be prepared to make adjustments,which may include:– Lower the block or adjust shoul-der blocks (i.e., move-in and move-out days or other days immediatelypreceding or following the officialmeeting dates).– Add rooms (easiest to do in prop-erties already in your block).

• If possible, allow for all modes thatattendees may use in making areservation—phone, fax, e-mail,Internet, mail.

• Keep detailed pickup reports.

COMMUNICATIONS• Lodging Information. Determine

what information you need fromhotels in your block in order tocommunicate to your attendeeswhat they need to know to maketheir reservations. This couldinclude:– Room rates, taxes, other costs.– Amenities—fitness center, coffeein room, Internet access, roomservice and hours, etc.– Suite descriptions and diagrams.– If the hotel will be included on ashuttle route.– Number of rooms available.– Information on special-needsrooms and services.

• Phone Calls. Make sure your staff,whether internal, bureau or thirdparty, is prepared to answer questions.

• Attendee Information. Create a“Frequently Asked Questions” sec-tion on your website, or in print,

and publicize it.• Talk to Your Property. It is

important to communicate withyour partners. Items that needcommunicating include:– Group profile (your policies andprocedures, key staff, VIPs, trafficpatterns, etc.). – Past histories.– Special needs of VIPs, meetingstaff, show contractor, speakers, etc.– Billing instructions and master-account authorized signers.

ONSITE MANAGEMENT• Prior to the start of the meeting,

meet with the hotels to go over anychanges and answer any questions.Always set up a pre-con meeting.

• Obtain last-minute pickup reports. • Set up an information desk, or

office, where attendees can go toask questions or get assistance.

• Go over reservations by boardmembers, VIPs, speakers, staff,


Managing housing

CHAPTER 5

One of the most important jobs planners are responsiblefor is managing the room block. Here is a guide to keepyou on track.


contractors and others that need to be specially billed, handled or protected from being sent(“walked”) to another hotel.

POST-CONVENTION EVALUATION• Require completion of a post-con

report in the hotel contract. Somecontracts require a completed post-con report before payment of master account.

• Review the post-con report withhotel. It should include:– Pickup of rooms at various numbers of days in advance: 120, 90, 60, 30, 7.– Final pickup, plus complimenta-ry/staff rooms used.– Meeting room and catering revenue.– Outlet revenue: restaurants, gift shop, health club, etc.– Number of suites used and pattern.

• Meet with the hotel staff and recordany trends or factors that may haveaffected your group.

• Communicate this information tofuture properties and use it todetermine future room blocks andpatterns. This is your most valuabletool when selling the value of yourprogram to another property.

• Include a question about the hotelsand your housing service on yourpost-show evaluation. Follow upwith those attendees that gavenegative feedback to determinewhat can be improved.

• Internally evaluate your housingprocess. Determine what changesneed to be made for the future. ■

CHAPTER 5 — Managing housing


Do your homeworkand know when the property and the destination’speak times are, and research whatthe potential rateswill be during thatperiod.


BASICS• Decide upon your organization’s

registration philosophy, policies andprocedures.

• Keep it as simple as possible—look at the registration method(s),instructions, policies and proce-dures from your attendees’ perspective, not your own. Speaktheir language.

• Decide, based upon your atten-dees’ technology usage and theevent’s needs, where available

technologies will enhance the regis-tration process without over-com-plicating it. Make sure your choicesare tested and work perfectlybefore adopting them.

• Determine the size and scope ofyour event. Ask yourself whatpotential complexities there arewith registration. What are atten-dees registering for—the event, orspecific parts of the event? Do theypay for each registered item in ana-la-carte mode, or are some items

included?• Decide whether to process registra-

tions in-house or outsource thefunction. Consider the following:– Attendee needs and expectations.– Size and scope of the event.– Event needs and complexities.– Existing in-house capabilities(accounting and financial process-ing, technological, staffing, onlinecapabilities, database manage-ment, etc.).– Internal costs versus outsourcingcosts.– Do you have plans to verify actualattendance?

PRE-REGISTRATIONCONSIDERATIONS• Work with your finance department

to set policies for things like:– Lost-badge replacement.– Name substitutions.– Credit card payments.– International currency transactions.– Cancellations and refunds,whether to make exceptions, andwho has authority to make theexceptions.

• Again ask yourself: What are theneeds of your attendees? Whatinformation is important enough togo on the front of the badge, andwhat is most important to be inlarger type? What information cango on the back of the badge?

• What do you want to track? Do youneed to know session attendancein advance?

• Should attendees have the optionfor their names not to be publishedon any registration lists?

• Do you want or need to give theattendee a means on the registra-tion form to inform you of any spe-cial needs, like physical disabilities

Event registration

CHAPTER 6

Whether an event will have 25 or 15,000 attendees, meetingplanners are responsible for registering them. In somecases, that may mean just taking down names and creatinga badge per attendee. For other meetings, you may have tofacilitate lead retrieval and integration with various technolo-gies, and create tickets or alternative mechanisms to indicate what specific sessions, events or tours each personplans to attend. You also may have to track attendees’ actual participation in sessions, especially for continuingeducation credits, as well as much more.

While registration needs to be the simplest of tasks to your attendees, it can be one of the most complex pieces of meeting planning.

19


or dietary restrictions?• Should you mail badges in advance

to avoid onsite lines? • What are your online capabilities, or

the capabilities of your contractor?How can your organization encour-age or require online registration tominimize staffing needs and keepcosts down?

• Do you need a hard copy of the regis-tration form? What information needsto be on the form? What informationwill you need for membership, financeand event logistics tracking, andfuture marketing efforts?

• Is it important to you that attendeesregister early for the event for eitherlogistical reasons or cash flow? Ifso, what will you do to encouragethis? Will you offer an early birddiscount? Will you offer anadvance-only multiple or group discount?

• Determine your deadlines foradvance registration, for when youcan no longer process registrationsbefore the event and must adviseyour meeting attendees to registeronsite.

ON SITE REGISTRATION• Area and space needs

Before selecting an area at the siteto handle your registration tasks,whether it’s a lobby or a meetingroom, consider attendee accessibil-ity and determine your specific reg-istration area space needs, keepingthe following in mind:– Overall number of attendees thatwill be coming through registrationlines.– Number of registration countersneeded for cashiers, advancematerials pickup, etc.– Space needed for registrationflow, with the worst-case scenario

CHAPTER 6 — Event registration


Helpful Hints

✔ One of the worst things you can do is tospell an attendee’s name wrong on thebadge; another is to overcharge a creditcard. Have the data processing checkedby a different individual before a confirmation is sent.

✔ Send confirmation of receipt of registra-tion information and monies within 24 to48 hours if possible, but no later than10 working days. Send electronically tosave costs, if possible.

✔ Encourage registrants to attach busi-ness cards, rather than hand write infor-mation, for legibility.

✔ Allow companies to register multiple attendees via a simple list, rather than insist they completeindividual registrations for everyone.

✔ Encourage whomever is doing dataentry to call the registrant if there is anyquestion about his information. Requirethe registrant to be contacted forapproval if a higher registration feeneeds to be charged.

✔ Create a “Problem” file for registrationsthat are pending a reply from theattendee for processing. Keep the file ina common area so all data entry peoplecan access it.

While registration needs to be the simplest of tasks to your attendees, it can be one of the most complexpieces of meeting planning.


in mind if you don’t have a goodhistory for this event.– Self-registration stations.– Space needed for other registra-tion area desks (restaurant reserva-tions, housing services, etc.).– Consider a cafe area with refresh-ments near registration to mitigatethe “waiting in line” experience.– Space needs for “behind the curtain” activities and storage of materials.– Secure area for financial processing.– Private area to handle challengingattendees or groups.

• Assessing your staffDo you have adequate staff in yourorganization to handle on-site reg-istration, or will you need to hiretemporary help? Ask the local con-vention and visitors bureau to eitherprovide this service or refer you toCVB members who can.

• Training hired helpIf you do need to hire temporaryhelp, consider how you will providetraining for them. Depending on thecomplexity of your event, trainingcould be an all-day prior necessity.Printed reference materials for tem-porary workers are always well-received. Hands-on practice pro-vides practical application of poli-cies and procedures.

• Good customer serviceOne of the most critical trainingtopics for temporary workers is toimpress upon them the organiza-tion’s customer service philosophyand how registrants are to be treat-ed; how problems should beaddressed and by whom; and thatthese workers are an extension of

the organization’s staff.

• Money matters onsiteWork with your finance departmentto determine your procedures andpolicies for financial processingwhen onsite. What are the needs toensure that this process is handledefficiently and safely? Some thingsto consider:– A separate closed and lockedroom on which the lock has been“recorded” (i.e., completelyreplaced) so that only your staff has keys.– A safe for storing cash andchecks.– Security guards for registrationand to accompany staff for addedsafety when depositing daily cashreceipts.– Application of cash to the masteraccount for the hotel or facility.– Processing credit cards.– Processing refunds and substitutions.– Daily reconciliations.

• Renting equipmentDetermine what equipment you willneed to rent and how to find ven-dors for that equipment. A singlevendor tends to make deliveriesand returns easier on staff.Consider the following:– Computers and Internet connections.– Data lines for credit cardmachines.– Printers and paper.– Self-registration stands.– Badge printers.– Table-top counters.– Office supplies for counters,especially pens.– Tools for staff or temporary helpto sit at the counters.

– Drapes.– Tables for storage.– Tables or counters for completingforms.– Signage.– Ropes and stanchions for linetending.– Walkie-talkies for registrationsupervisors.– Wheelchairs and other services toaccommodate Americans withDisability Act requirements.

• Financial dutiesDecide exactly who has the respon-sibility for reporting numbers andfinancials on site. Designate onestaff member to have a set appoint-ment at the same time each day tocollect this information, to avoidhaving multiple onsite staff mem-bers requesting the same informa-tion at various times of day, whichcould result in confusion. Postinformation in a staff-only accessarea.

• Handling complaintsAttendees will always have com-plaints, because nothing is perfect.Decide how you plan to handle var-ious attendee complaints, specialissues, unexpected long waits, traf-fic control, emergencies, and anyother of the myriad challenges thatmay arise. ■

CHAPTER 6 — Event registration



NEGOTIATING WITH AIRLINESMost of the domestic airlines have aspecial meeting desk with whichplanners can negotiate directly. Thereare any number of items to discuss ornegotiate, and they are presentedhere. But remember, each additionalitem requested may impact the fareyou receive.• Upgrades

– Either free upgrades or the abilityfor attendees to upgrade using frequent flyer mileage may beimportant.– If not agreed upon in negotia-tions, discount fares generally arenot upgradable.– Airline upgrades are becomingincreasingly harder to get, and thisis especially true when it comes togroups. Frequent flyer rules andrequirements vary greatly from air-line to airline, and the availability offirst-class and business-class seatsis very limited.

• Productivity ticketsAlso called tour-conductor tickets,they can range from one free ticketfor every 40 tickets issued (repre-sented as 1/40) to one free ticket

for every 25 tickets issued(1/25).

• Site-inspection ticketsThese can be either free orreduced-rate tickets. In caseswhere it’s high season and the carrier cannot comp seats,you may be able to pay fortickets by agreeing to a higher productivity-ticket ratio.

• Seat assignmentsIf you block space on one or moreflights, be sure to specifically askthe airline to make the seat assign-ments at the time you are bookingthe block.

• Name changesYou can negotiate a specified num-ber of name changes in the groupblock that the airline will allow without charging a change fee.

• In-flight couponsWhile in-flight coupons for freedrinks or headsets used to be acommon perk, many in-flight mealsand amenities have been eliminatedin recent years. This still is impor-

tant for those hosting some topmeetings and events, but today it is not a priority for the majority.

TYPES OF GROUP/MEETING FARES• Zone fares—U.S.

The airlines break up the U.S. intoseveral geographic regions that theycall zones. When using zones, theairfare for an attendee departingfrom anywhere in a specified zonewill be the same fare. But consider:– Zone boundaries vary from airlineto airline.– These fares generally have a two-night minimum, do not require aSaturday-night stay, and arerefundable. Change fees runapproximately $100 per ticket andcancellation penalties may apply.– The airlines usually have only one


Air travel arrangements

CHAPTER 7

A challenging aspect of the meeting planning processinvolves airline negotiations and ticketing for the group.Comparing the airline business with the stock market is not too much of a stretch; after all, on any given day there are millions of changes to airfares and schedules, and both are pretty much a gamble. Especially when planning an event well in advance, these changes makeanticipating the air cost for a program problematic.

Here are some thoughts to help you stay ahead of thecurve.


price level in most markets, but insome cases there are two. Thehigher level will apply if availableinventory for the specific flight atthe time the reservation is made islimited.– In general, zone fares are pricedhigher than the lowest publishedairfare. Since some leisure marketshave removed the requirement tostay over a Saturday night to getthe lowest published fare, zonefares are not always competitive formid-week meetings.– Airlines continue to add fuel/air-port surcharges to zone and groupfares on certain routes. This isinconsistent from carrier to carrierand changes often.

• Meeting faresThese fares are also referred to as5 and 10 fares because they allowfor a discount of 5 or 10 percent oncertain classes of seats and certainroutes. These discounts typicallycannot be applied to lowest pub-lished fares but in some circum-stances are applicable to sale fares.Anyone going to the designateddestination city during the dates ofthe meeting can get the meetingfare by citing a discount fare codeprovided by the airline.

• Group faresThese are fares that are negotiatedfor a specified number of seats ona specific flight. A 10-person mini-mum usually applies. Group farescan vary depending on the specificflights, dates and time of year aswell as the size of the group. Thesefares normally are booked througha travel agency. As with zone fares,an inconsistent application offuel/airport surcharges unfortunate-

ly also applies to group fares.

• Corporate faresA company may have special nego-tiated rates for specific carriers.These often can be used for travelto meetings and events. It’s alwaysa good idea for the event planner tocheck regularly with his company’stravel manager to find out if theevent destination and attendeeaudience could benefit from thecorporate carrier contracts.

Typically, corporate contractsrequire the traveler to be anemployee or sub-contractor for thehost company. Even if your event isbeing handled by an agency otherthan the one that handles yourtransient business, it’s possible tohave the agency’s ARC number putonto the corporate air contracts forapplication to events.

• Lowest published faresIn the past, groups often could nottake advantage of these ratesbecause they required a Saturday-night stay. However, in many leisuremarkets such as Florida, California,Arizona and Las Vegas, stiff com-petition among carriers has resultedin elimination of the Saturday-night-stay requirement.

• Combination of fare typesAny or all of the above fare typesmay be combined for any specificmeeting. For example, both zonefares and meeting fares may beoffered, in order to provide atten-dees with an acceptable level offlight and space options.

CHOOSING A FARE TYPEThe choice of which type of fare isright for any particular meeting is

CHAPTER 7 — Air travel arrangements


Anyone going tothe designateddestination cityduring the datesof the meetingcan get the meeting fare by citing a discount farecode provided by the airline.


typically dependent upon the loca-tion, timing and duration of the meet-ing, the number of attendees who arecoming from various destinations,and the anticipated number of ticketchanges. Here are some examples ofthe variability and considerations thatmay go into making this choice:

• Weekday meetingsA national sales meeting runningfrom Monday to Wednesday: Thelowest cost may or may not beachieved through zone fares, whichrequire only a two-night minimum,and are refundable minus a cancel-lation fee. The Saturday-night stayrequirement for low non-refundablefares has been removed from someroutes, especially those that areserved by a low-cost carrier. It isbest to negotiate both a zone fareand a meeting fare for all meetings,regardless of dates.

• Weekend meetingsA weekend meeting for which yourcompany is not paying the airfarefor the attendees, such as a dealerconference, a trade show or a userconference: The best bet is typical-ly a meeting fare, allowing atten-dees to receive a 5-10 percent dis-count off published fares whetherthey book travel through a travelagency or directly with the airline.

• Incentive programs– To a popular destination, whenyou have a fairly good idea of theattendees’ points of origin, you maywish to set up both zone and groupfares, while blocking space on both. – The group fares are negotiatedfrom either hub cities offering directservice to your destination (withadd-on fares applying to travel from

smaller cities), or directly fromsmaller cites. – Offering zone fares as well mayprovide a degree of flexibility forchanges and cancellations that maybe desired for an incentive program.– With either fare structure, block-ing space ensures that the fare isavailable when attendee reserva-tions are made (usually 30-45 daysbefore departure).– Situations may require that apaper ticket be issued againstblocked space, which increases thecost by about $50 per ticket com-pared with using electronic tickets.

• Regular venuesA meeting in a city to which yourcompany has a high level of regularbusiness travel: In such cases, it’spossible that a previously negotiat-ed corporate fare will be lessexpensive than any of the meeting-fare types.

– In Europe, this works differentlyand the airlines each have theirown policies varying from countryto country.

RESERVATION OPTIONS• Book direct

For information and use by atten-dees, you can set up a meetingdiscount code and list this informa-tion along with the 800 number ofthe airline in your announcementmaterial.

• Corporate agency and in-house– For small groups where theattendee count is under 75, this istypically not a problem as long asthe travelers already have activeprofiles as transient business travelers.

– There are challenges for corporateagencies when the group size islarger, as their staffing is based onan average amount of ticketing activity for transient business travel.

• Travel agency partnerships– If you select this option, get theagency involved early in the plan-ning stages, as it can handle all thenegotiations with the airlines onyour behalf. – Travel agencies now earn theirmoney through ticketing andchange fees, rather than throughcommissions as was the case inyears gone by. These days, tran-sient business travel contracts typi-cally involve fees of $30-$60 pertransaction depending upon thevolume of transactions. Since moresteps typically are involved in issu-ing an airline ticket for group travel,transaction rates may be higher.– Because of on-line booking ande-tickets, larger meeting, event andincentive air agencies can decreasetheir transaction costs, dependingon the amount of contact requiredwith the traveler. ■

CHAPTER 7 — Air travel arrangements



TYPES OF COMMERCIAL VEHICLESThe vehicles needed will depend on thenumber of people to move, whetherguests will arrive at the same time ornot, and the travel time to reach thedestination. Because prices vary widelyfrom destination to destination, costestimates are not included here.• Deluxe coaches

– The key word here is deluxe. Donot use school buses if you don’twant attendees with bruised knees.– Capacity is usually 45 to 55 people.– If someone wishes to sell you astandard coach, find out how old itis; it should have been manufacturedwithin the past six years.– Have the coach companies brieftheir drivers 30 minutes in advanceof the scheduled departures about

their routes and give out appropriatesignage.– Most will charge a four- or five-hour minimum.– Ask the coach company what theiruniforms look like.– Ask whether taxes, tolls or fuel sur-charges will be charged.– Ask what type of standard gratuityis expected. Gratuities, at a mini-mum, are $10 for the first four hoursper driver.– Tell the coach company to addyour organization as an additionallyinsured entity. The minimum generalliability insurance in most states is $5million.

• Mini coaches– They normally seat 21 to 33

passengers depending on luggagecapabilities.– Many planners prefer mini coachesfor smaller groups.– However, note that for long tripsthey are not as comfortable when itcomes to a bumpy road, and fewhave restrooms.

• Deluxe vans– They usually are able to handle upto 11 passengers.– They are utilized frequently for airport arrivals and small tours, butthey are hard to load, and seats canbe uncomfortable. If many individu-als are physically large in size, limitthe number of passengers.– Rates are based on a two-hour min-imum with additional hourly chargesversus a one-way cost. For multipletrips per vehicle, the hourly pricesgenerally are the most economical.

• Sedans– They’re favored for VIP transportation.– Charges are hourly with a minimum, or a one-way fare.

• Limousines– Use of limos for VIP transportationhas diminished greatly in the pastfive years, with companies now more

Ground transportation arrangements

CHAPTER 8

Not only is ground transportation one of the biggest of groupbudget items, the service needs to be sufficient and reliable. No one wants to be kept waiting at the airport, or for transfers.Choosing the right ground transportation providers and types ofvehicles, and calculating actual shuttle service needs, are waysfor planners to keep attendees happy and final costs reasonablerather than ridiculous. Following is a breakdown of must-knowinformation, sprinkled with some do’s and don’ts to help savetime and aggravation.

25


image- and security-conscious.– If using limos, stick to black or silver for a more professionalappearance.

PROVIDERSOnce vehicle types are decided, getrecommendations for a reputableshuttle company in your chosen desti-nation. It’s always a good idea to askthe property which companies areused most often in the area by groups.Choose two or three, then call themand ask for their references, as well asrouting samples from their pastclients, to make your final choice.

AIRPORT ARRIVALS• Meet-and-greet service

– Hire at least three friendly profes-sionals who are familiar with the air-port, the vehicle staging areas andpick-up locales.– Meet them at least 30 minutes priorto the first arrivals to delineateresponsibilities: one for meeting andgreeting the guests; one for workingthe carousel area; and one for thestaging and call-up of transportation. – Greeters should carry signs, wear

highly recognizable uniforms andmeet arriving guests at theentrances to the luggage area.– If airport porters are utilized forluggage, negotiate the per-bagcharge beforehand.

• Mass arrivals– Most or all guests arrive at thesame time.– If it is a charter flight, pickups onthe tarmac can be arranged.– A luggage truck helps avoid theinterminable wait and frenzy at thecarousel. This works best whenbags have been grouped togetheron the outbound flight.

• Scattered arrivals– Conference attendees arrive ondifferent flights throughout the day.– Make sure to have a travel mani-fest in chronological order by arriv-ing times and include the names ofthe passengers, their airlines, flightnumbers and cities of embarkation.Provide the destination managementcompany or transportation firm withthe manifest at least two weeksprior to the major arrival date.– From the manifest, incomingarrivals will be grouped and put onthe desired mode of transportation.If there are multiple arrivals at thesame time, assemble guests intoone vehicle.

• Airport shuttle– For large groups, it sometimes isnot possible to get individual itiner-aries from the travelers. However,you may wish to provide dedicatedtransportation from the airport to thehotel.– This service is based on the fre-quency of departure. The Associationof Destination Management

Executives recommends that fre-quency not exceed 20 minutes. Forbetter service, schedule departuresevery 10 or 15 minutes.– The key to frequency is the turn-around time from the airport to thehotel and back, with 15 minutesadded at both ends for loading andunloading.– Be careful that you have a suffi-cient number of coach seats tocarry arriving passengers, especiallyif the majority tend to arrive within ashort window of time.– Costs for this service are usuallydone on a per-vehicle basis, withstaffing charges added.

TOUR BUSES• Arrange for the coach’s arrival 30

minutes in advance of the tourdeparture.

• Go through the itinerary with thedriver and discuss how best to stayin touch if the group is disembarkingfor a walking tour or attraction.

• Make sure the microphone works.• Check the restroom for cleanliness.• Block the first seat for yourself or

the tour guide.• Fill the coach to less than capacity,

as the back row generally has limit-ed views due to the restroom.

• Know in advance the telephonenumber of the coach company dis-patch, and make sure emergencyprocedures are in place in case ofan illness.

• Bring tip money for the driver. Don’thesitate to give it in advance, andbe generous. You want the driver’sgoodwill and cooperation.

CONFIRMATIONConfirm coaches, limos and vans 48hours in advance, then again on thesame day, if possible. ■

CHAPTER 8 — Ground transportation arrangements


Disabled Attendees

✔ The Americans with DisabilitiesAct, passed in 1990, establishes“a clear and comprehensive prohibition of discrimination on the basis of disability.”

✔ On all tour registration forms andshuttle information, provide anarea for “special needs.”

✔ Those requiring para-transporta-tion, a service for guests unableto use regular transit, should begiven a number to call for assis-tance. They have the legal right toexpect a level of service compa-rable to transportation provided toindividuals without disabilities.


WHERE TO FIND SPEAKERS• Speakers bureaus

If you call a speakers bureau, callone that you know or one that hasbeen recommended.

• Professional associationsBecome involved in a professionalassociation such as MeetingProfessionals International, theAmerican Society of AssociationExecutives, the National SpeakersAssociation or the ProfessionalConvention ManagementAssociation. Even if you don’tattend their professional confer-ences, their education/conferencedepartments are great resources.

• Professional conferencesMost professional speakers usethese as opportunities to showcasethemselves. You can hear themspeak, meet them and get to know them.

• Colleagues and periodicalsPeers will give you the most honest feedback. Also find potential speakers mentioned in trade journals, business publications and newspaper articles.

• Educational institutionsDepending on your topical needs,you may want to call a specificdepartment at a university, such asthe economics school. Professorshave great expertise and may berelatively inexpensive.

EVALUATING SPEAKERS• How quickly does the speaker

respond to your questions?• How willing does the speaker

appear to accommodate yourneeds?

• Gather references on the speaker.• In general, how easy does the

speaker seem to be to work with?It’s best to assess this subjectivelythrough personal conversation.

• Ask the speaker the following questions:– How long have you been speaking?– What are your credentials andbackground?– Will you be speaking any placewhere we may see you live?– Do you have any professionalvideotape, audiotape or writtenpromotional materials?– Have you spoken for other com-panies or associations in the sameindustry?– Will you customize your material

to my group? To what degree?– What kind of pre-programresearch will you do (e.g., ask foran annual report, talk to staff ormanagement, find out about theindustry)?– Will you bring your own handouts?– Will you be accessible to theaudience, either before or after thepresentation?

SPEAKERS BUREAUS• If you use a speakers bureau, be

prepared to answer “the five Ws”(or if you’re not using a speakersbureau, at least know the answersfor yourself):– Who is the audience?– What is the budget? – When is the meeting?– Where is the meeting?


Selection and working with speakers

CHAPTER 9

For many meetings, the speakers are the heart of the matter.The extent to which they convey the envisioned messagemight even, in some cases, be the single biggest determi-nant in whether the meeting is judged a success or failure.Planners who are involved in the entire process of finding,hiring and working with speakers have more factors to consider than a novice might suppose. Here’s a step-by-step guide.


– Why are you having the meeting?• You also may be asked:

– Is the first time this meeting isbeing held?– What speakers have you hired inthe past?

• Be realistic in your budget and limi-tations. If you have free rein andcan spend as much as it takes toget a name speaker, then a celebri-ty may be the answer. Otherwise,don’t dismiss a potential winnerjust because he is not a householdname.

PREPPING YOUR SPEAKER• It is almost impossible for a presen-

tation to look anything but mechan-ical and canned if the speaker has-n’t had the opportunity to under-stand the audience. At a minimum,make sure to tell your speakerabout: – Audience size, age range, ratio ofmales to females.– Topic and length of presentation.– Session format including timeallotted for audience questions.

– Names of those sharing the platform, if any, and their topics.– Ancillary media events (pre- and post-meeting interviews).– Dress code (business attire, casual, black tie).– Rehearsal hours, if planned.– Speaker lounge or ready-roomlocation, hours.– Whether multiple ranks willattend, or the entire audiencecomes from one level in the company.– Current issues/challenges in thecompany or division.– Subjects which are off limits forwhatever reasons.– Names of high-profile people who will attend.

• Consider carefully whether youwish for anyone to be included byname in the speaker’s remarks.Sometimes it helps to personalizethe presentation; sometimes it’sbetter left out.

• The speaker may:– Ask you and some attendees tofill out a questionnaire.– Want to talk to some of the attendees.– Want you to send material aboutyour company—e.g., annualreports, office memos, companynewsletters, etc.

HELPING YOUR SPEAKER• If your speaker is to speak after a

meal, make certain the table serv-ice will be finished or will be unob-trusive when the speaker begins.

• The room should be set at a com-fortable temperature, the podiumwell-lit, and the sound system inperfect operation.

• Keep any noise-generating meet-ings out of adjacent rooms.

• Keep the meeting on schedule,

CHAPTER 9 — Selection and working with speakers



especially for that last speakerbefore everyone runs to the airport.

• Plan your introduction carefully.Make sure not to mispronounceyour speaker’s name or misspell itin any literature. If you condensethe bio provided, make sure thatyou emphasize the importantpoints. If the speaker gives you a specific intro, read it as is; this might be a set-up for the presentation.

• Involve the speaker in the develop-ment of conference promotionalmaterials. Most speakers welcomethe opportunity to help you pro-mote their presentations to poten-tial attendees. Use their uniqueknowledge to develop a programdescription that helps ensure thatboth attendee and speaker expec-tations will be met.

• Make sure the speaker receivescopies of all the promotional mate-rial, as well as any media invitationsyou have extended.

• Work with the speaker to creatememorable handouts. Surveysshow that conference attendeesrate handouts as an essential partof the learning experience.

• Make sure the fee you pay to thespeaker includes preparation of thehandouts.

• The conference organizer may needto reproduce a large number ofhandouts required for the program.If so, make sure you have estab-lished deadlines that will work forboth of you.

• Treat your speakers as part of yourteam. Keep them informed as theprogram develops. Provide themwith a speaker kit outlining whenmaterials are due—particularly as itrelates to promotional deadlines.(Note: many speakers will provide

you with their own kits, asking thatyou respond. Do so promptly.)

• Let speakers know the location ofthe speaker’s lounge as well as (itshould go without saying) the meet-ing room. Let them know when thespeaker’s lounge will be availableprior to the meeting.

• Be a cheerleader! After all, youmade the intelligent decision tobook the person. So, especially ifyou’re sitting on the dais, you mustlaugh at all the right places andlead the applause with gusto.

• Right before the speaker goes onstage, he may need a quiet zone toprepare for the audience.

FEES AND NEGOTIABILITY• Most speakers are willing to

negotiate. Here are some of thegive-backs—that is, additional in-kind benefits you may extend to the speaker—that you and hecan talk about to warrant a reduction in fee:– Videotape master.– List of attendees.– Testimonial letter.– Referrals.– Extra night(s) accommodations.– Choice of time slot/date.– Multiple performance contract.– Extra publicity.– Spouse airfare/meals.– Mailing list.– Article in your organization’snewsletter.– Two or three ads in newsletter at no charge.

• Ask if the speaker offers any discounts for:– Certain geographical areas.– Resorts.– Time of year.– Non-profit organizations.– Multiple engagements in one city.

• Can the speaker fill more than oneslot? Hiring another speaker meansadditional expenses for transporta-tion, hotel and food.

LEGAL AGREEMENTSThe following are standard items thatshould be in every contract:• Company name, address, contact

name.• Speaker’s name, phone number,

cell-phone number, emergencyphone number.

• Place of engagement: Location,address, phone number, roomwhere speech will be presented.

• Period of engagement:– Day/date of speech.– Length of speech — e.g., approx-imately 1 hour.– Time frame — e.g., approximately1-5 p.m.– Expected attendance.

• Topic title.• On-site contact(s): Name,

phone/fax numbers, e-mailaddress, emergency phone number.

• Fee plus any additions such as air-fare, hotel accommodations, mate-rial reproduction costs, etc.

• Technical requirements: audiovisualneeds, reproduction of any hand-outs, etc.

• Payment schedule: Whendeposit/final payment is due. Also,to whom check is payable.

• The fine print. This is to protect thespeaker or bureau from liability. Ifyou are hiring celebrity entertain-ment, it can be very specific downto the type of drinks the entertainerwants in his dressing room. Makesure you read this over carefully. Itcan mean additional dollars thatyou weren’t counting on spending.

• Additional riders. These usuallyencompass lighting, staging,




special food/drink, etc., and theyalways mean more money. Beforeyou make your final decision, con-sider the extra cost. Will it breakthe budget?

• Signature and dates. A contract isnot complete until it includes thespeaker’s/agent’s signature anddate as well as your signature anddate.

THINGS TO MAKE SURE OF• Travel

– Establish who makes the travelarrangements for the speaker. Mostspeakers like to do their own andbill you separately. – Let the speaker know who (nameof travel agent) is making arrange-ments. Let him avail himself of thesame deal that may be available toyour attendees, including, say, cor-porate discounts or group fares.– Speakers will try to get the clientthe best airfare deal possible butmust have the flexibility to fly fullcoach, if necessary. Also, theymost likely will be able to upgradeto first class with no additionalexpense to you.– Have the speaker’s travel itineraryso you can have someone waitingfor him at the airport upon arrivaland bring him back.

• Hotel accommodations– Have late arrival as an option.– The room should be on the master account.

• PaymentSpeakers expect to be paid on theday of performance. Alert youraccounting department to have acheck cut. If you are working with abureau, it might ask for the checkin advance so the check can clear

and the bureau can pay the speak-er in a timely fashion.

• Recording agreementsMost celebrity speakers will notallow recording of their speeches. Ifthey do, an additional fee could berequired.

• Audiovisual budgetIs your AV budget in conflict withspeaker requirements? If yourbudget is particularly tight, let thespeaker know up front, so you canwork together on achieving theright balance. For example:– Ask if a wired microphone may besubstituted for a wireless one.– Ask the speaker if his presenta-tion requires an elaborate, expen-sive lighting or sound system.

MISCELLANEOUS• Backup Plan A

Make sure you have one.Professional speakers are on theroad a lot, and you can’t blamethem for wanting to limit the

amount of down time they spend atany conference. However, younever want your speaker taking thelast flight on the night before themeeting, especially if he is sched-uled to speak first on the agenda.

• Backup Plan B– What else could go wrong? It’sanything you can think of, fromdemonstrators and pickets at thefront of your hotel or meetingvenue, to inclement weather delay-ing the speaker’s arrival, and evenlaryngitis.– What is your emergency plan?What steps will your speaker taketo help find a suitable replacement?

• Strive for excellence– Provide the best attendee envi-ronment possible.– Classroom and theater-style arenot the only setup possibilities. Beopen to suggestions that haveworked for this speaker before.– Involve the conference planner todiscuss ways in which the roomsetup can enhance the programthat has been developed. ■



Establish whomakes the travelarrangements for the speaker. Most speakers like to do their own and bill you separately.


CLUSTERS SETUP• Groups of interconnected

rectangular tables. Also known aspods or team tables.

• Benefits: Groups of three rectan-gular tables, configured to maxi-mize working sessions, collabora-tion and group participation withthe facilitator(s). Tables are set atangles so that no back is facing themain speaker. Fosters creativity andteam building.

• Optimal seating capacity: 11-61+.• Best meeting uses: Teaching and

Training, Lecture Presentation, Team Building, Discussions/Negotiations, Seminar, Workshop,Conference/Exchange, Brainstorming.

• Best technology uses:Projection Presentation, IndividualComputers, White Boards/FlipCharts, Sound/Music, VideoConference.

ROUNDS SETUP• Round tables arranged to maximize

seating requirements for a varietyof purposes.

• Benefits: Ideal set-up for meal-centered meetings and banquetsencouraging business and social-ization for any size group. Typically6, 8 or 10 people are seated pertable. Sometimes configured ascrescents, where no back is facingthe speaker. Less elbow room thana Cluster.

• Optimal seating capacity: 1-61+.• Best meeting uses:

Meeting w/Meal.• Best technology uses:

White Boards/Flip Charts, Sound Music.

CHEVRON SETUP• Chairs are arranged in rows slanted

in a V shape and separated by acenter aisle. They face the headtable or speaker.

• Benefits: A more productive largegroup setup than the classroomstyle with the speaker as the focalpoint. More eye contact betweenthe group and the speaker than theclassroom setup, forming unity andmore effective participation.

• Optimal seating capacity: 11-61.• Best meeting uses:

Teaching/Training, Lecture/Presentation, Discussions/Negotiations, Executive Presentation,Seminar, Conference/Exchange.

• Best technology uses:Projection Presentation, IndividualComputers, White Boards/FlipCharts, Sound/Music, VideoConference, Teleconference.


Meeting room setup

CHAPTER 10

The configuration of a meeting room has adirect bearing on a meeting’s effectiveness.The ideal room setup can better meet eachsession’s objectives and enhance the attendees’ learning experience. It is alsoimportant to select a meeting room layout thatwill correspond with your audiovisual needs.

Chevron Set Up


THEATER SETUP• Seats are in rows facing the stage

area, no tables.• Benefits: Perfect for shorter pre-

sentations, seminars, lectures andQ&As that require the attendee tofocus on looking and listening. Best suited for presentations thatrequire more elaborate audiovisualtechnology without needing notetaking or laptop usage.

• Optimal seating capacity: 11-61+• Best meeting uses: Teaching/

Training, Lecture/Presentation, TeamBuilding, Executive Presentation,Seminar, Workshop

• Best technology uses:Projection, White Boards,Sound/Music, Video Conference.

BOARDROOM SETUP• Rectangle or oval shaped tables

are set up with chairs on both sidesand ends.

• Benefits: A formal executive levelset-up designed for meeting withone primary facilitator. Good spacefor a comfortable working session,as well as food and beverages.Ample room for teleconferencingand visual presentations.


Lecture/Presentation, Board Meeting,Discussions/Negotiations,Executive Presentations,Conference/Exchange,Brainstorming.

• Best technology uses:Projection Presentation, IndividualComputers, White Boards/FlipCharts, Sound/Music, VideoConference, Teleconference.

U-SHAPE SETUP• Series of tables set up in the shape

of the letter U with chairs set allaround on one or both sides.

• Benefits: Ideal set-up to promotean open forum for smaller groupsof up to 40 people. All participantsare able to make direct eye contactwith one another enabling a livelydiscussion of ideas in this struc-tured setting.

• Optimal seating capacity: 1-40.• Best meeting uses: Teaching

and Training, Meeting w/Meal,Discussions/Negotiations, TeamBuilding, Conference/Exchange,Brainstorming.

• Best Technology uses:Projection Presentation, IndividualComputers, White Boards/FlipCharts, Sound/Music, VideoConferencing, Teleconference.

CHAPTER 10 — Meeting room setup


U Shaped Set Up


DOUBLE-U SETUP• Two U shaped tables are set up with

chairs.• Benefits: Many of the same benefits as

a U-Shape setup, but can accommo-date more people. Participants can faceone another enabling a lively discussionof ideas in this structured setting.

• Optimal seating capacity: 26-61+.• Best meeting uses:Teaching/

Training, Team Building, Discussion/negotiations, Conference/Exchange.

• Best technology uses: Projection,Individual Computers, White Boards,Sound/Music, Video Conference,Teleconference

CIRCLE-OF-CHAIRS SETUP• Chairs aligned in a circular pattern-

without any tables in between. • Benefits: A highly informal setting

that facilitates lively discussion, inter-active presentations and brainstorm-ing between smaller groups of partic-ipants for brief intervals. Focus is ondiscussion with no work space ormany technology requirements.

• Optimal seating capacity: 1-40.• Best meeting uses: Team Building,

Discussion/Negotiations, Workshop,Brainstorming.

• Best technology uses:White Boards, Sound Music.

HOLLOW-SQUARE SETUP• Tables set in a square (or rectangle)

with chairs placed around the outsideof the table. Center (inside) table ishollow.

• Benefits: Facilitates group discus-sions and brainstorming, but can alsoaccommodate the agendas of multi-ple speakers. This organized layoutworks for both small and mid-size groups utilizing varioustechnologies.


Board Meeting, Team Building,Discussions/Negotiations, Workshop,Conference/Exchange, Brainstorming.

• Best technology uses:Individual Computers, White Boards/Flip Charts, Sound/Music,Teleconference.

AMPHITHEATER SETUP• Seats are in rows facing the stage

area, no tables.• Benefits: Perfect for shorter presen-

tations, seminars, lectures and Q&Asthat require the attendee to focus onlooking and listening. Best suited for presentations thatrequire more elaborate audiovisualtechnology without needing note taking or laptop usage.

• Optimal seating capacity: 26-61+.• Best meeting uses: Teaching/

Training, Lecture/Presentation,Seminar, Executive Presentation.

• Best technology uses: ProjectionPresentation, Individual Computers,White Boards/Flip Charts,Sound/Music, Video Conference,Teleconference.



Amphitheater Set Up


CONFERENCE SETUP• Rectangular or oval tables are set up

with chairs placed around all sides. • Benefits: Best for smaller meet-

ings where the focus is on the par-ticipants themselves as in teambuilding, product development ordiscussion groups. Layout encour-ages a communicative and profes-sional setting. Ample room for tele-conferencing and visual presenta-tions.

• Optimal seating capacity: 1-25.• Best meeting uses: Board

Meeting, Discussions/Negotiations,Workshop, Conference/Exchange,Brainstorming.

• Best technology uses:Individual Computers, WhiteBoards/Flip Charts, Sound/Music,Teleconference.

OPEN-ROOM SETUP • Empty room allows free-form

meeting environment.• Benefits: An open-space setting

that promotes a free-flowing andcreative meeting environment forsmall or large groups. Mostly forpurposes of team building andbrainstorming. Open Room can becomplimented with various propsand meeting aids.

• Optimal seating capacity: 1-61+.• Best meeting uses: Team

Building, Brainstorming.• Best technology uses:

Projection, White Boards/FlipCharts, Sound/Music.

CLASSROOM SETUP• Rows of tables with chairs face the

front of a room and each person has aspace for writing or using a computer.

• Benefits: A classical approach forboth large and small seminars andtraining programs where attendeesneed work space for notes and laptops. This set-up lends itself to a Q&A session with the facilitatorrather than interactive discussionbetween participants.


Teaching/Training, Lecture/Presentation, ExecutivePresentation, Seminar.

• Best technology uses:Projection Presentation, IndividualComputers, White Boards/FlipCharts, Sound/Music, VideoConference, Teleconference. ■



Classroom Set Up


PLANNING THE MEALS• Allow enough time at all food and

beverage events for people to eatleisurely, network with colleaguesand enjoy the presentation, if any.

• Generally allow 30 to 40 minutesfor continental breakfast, 45 to 60minutes for full breakfast, 45 to 60minutes for lunch, and 20 minutesper course for dinner. For refresh-ment breaks, allow a minimum of15 minutes for up to 100 people, 30 minutes for up to 1,000 peopleand 30 to 45 minutes for groupslarger than 1,000.

• Make sure you ask all attendees forspecial needs/dietary requirementsor restrictions.

• If you have purchased a completemeeting package (CMP), coffeebreaks and meals are included.

• If you are purchasing your meetingon an a-la-carte basis, plan for thefollowing:– Two cups of coffee or tea perperson for a morning break andone cup of coffee/tea or one sodaper person during an afternoonbreak.– Consider a luncheon buffet forsmall group working sessions.Buffets offer variety and faster serv-ice. Some properties have minimumrequirements for buffets, so ask in

advance about buffet minimumsand additional fees.– For more formal meals and/or VIPtables, consider requesting oneserver for each table.– Allow one server for every twotables, for standard, three- or four-course dinners and one server perthree table for lunches. Check withthe facility to determine if there willbe additional labor charges for theextra servers.– Consider pre-setting desserts orsalads to speed service to accom-modate programs.– Consider wine service with dinneras an alternative to a full bar serviceto control costs and provide a moreelegant atmosphere for dinners.– Depending on the size of the wineglass, you will typically get 4-5glasses of wine per bottle andshould allow 1-2 glasses per person for dinner service.– Ask if there are extra charges forgratuities, service charges, setupfees, carving person, bartender, etc.

• Check with facility about estimatedtime for meal service to determineproper scheduling for speakers,awards, etc.

• Always plan to serve a variety offoods during cocktail receptionsthat are healthy, current with trends

and offer visual appeal.• Provide for one bar-tender for every 75-100people, if you have bars.For fewer than 100 peo-ple, pay for liquor by thedrink.• Offer festive, nonalco-holic beverages in addi-tion to beer, wine andpremium brands ofliquor. Consider offeringhosted liquor for a limit-

ed time frame or limited number ofdrinks per person to control liquorcosts.

DECOR/CREATIVITY FOR FOOD & BEVERAGE EVENTS• Ask about linen, centerpiece and

buffet décor that is availablethrough the host facility.

• All types of décor are availablefrom vendors for rent for specialevents and can greatly enhance theatmosphere. Ask for referrals fromcatering or conference servicemanagers.

• Think “outside the box” for mealcenterpieces. Items such as client’sproducts or merchandise can pro-vide a cost-effective, creative alter-native to flowers. ■

Food and beverage

CHAPTER 11

36


ESSENTIALS• If you are purchasing a complete

meeting package, all of your basicmeeting needs are included:– LCD projection/screen.– High speed Internet access.– Flip charts and markers.– Sound systems.– Ergonomic furniture.– Rooms specially designed just formeetings.

• If you are purchasing your meetingon an a-la-carte basis, you willneed to consider the following:– Be aware of several factors thatcan directly affect the quality andcost of an AV presentation: ceilingheight, walls, floors, obstructions,windows, lighting, mirrors, doors,air conditioning and fire exits.– Ask the AV company’s representa-tive to walk through the space withyou. This person will be able toexplain how best to use the space.– Communicate with speakers/pre-senters to confirm AV needs. Planfor a minimum of a screen andflipchart(s), and LCD projector(s).

Determine the availability and cost of this equipment.– Be aware that all rooms are notequipped with sound systems, nor do all sessions need sound.Determine which rooms needsound and which can be used with the systems in place. Try tonegotiate a flat rate or a percentageoff the daily rate when renting asystem.

MEETING ROOM ITEMS TO CONSIDER• Are there obstructions: Pillars,

posts, chandeliers.• What about door locations: Will late

arrivals interrupt presentation?• Are there windows with blackout

curtains, shades, blinds.• Wattage: Is there enough power

available for presentation?• Ceiling height. Is the screen on a

stage too high?• Are the walls lined with sound

absorbent panels at least 1” thick.• How is the in-room sound

system? ■


Technology / audiovisual

CHAPTER 12

Ask the AV company’s representative towalk through thespace with you.This person will be able to explainhow best to usethe space.


CHAPTER 13

SCHEDULING PRE-CONSPre-conference meetings with yourstaff, the facility and other vendors,are a must. The time to hold suchmeetings can vary depending on thesize of the meeting, your proximity to the site, and the schedule you, thefacility and other vendors determineis most convenient. At the late

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