Introduction
Developing Code of Ethics
Reccommended Board of Directors Code of Conduct
Operations Committee
Now Available for Bureaus: Performance Audit Manual
Increase Your Meeting Leads and Bookings
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Ethics and Today's DMO

Ethical standards help lay the foundation for today's successful bureau. How do your agency, its employees and board stack up?

In the past year, you've probably been taken aback to read in the trade magazines about recent issues of ethical concerns discovered in several bureaus. Others have gone relatively unnoticed.

They include:
  • The CEO hires his wife's law firm to provide legal services for the bureau.
  • The Director of Visitor Services repeatedly hires her own daughter as a part-time travel counselor.
  • The Director of PR hires her husband to produce printing and graphic services without a competitive RFP process.
  • Several staffers discover that goal-based results produced for both membership and convention sales are inflated, but the CEO releases them anyway and they become the basis for his incentive payout and that of other subordinates.
  • CEO Spousal travel is processed and paid by the director of finance without any written authorization.

Unfortunately, this is just a partial list; I'm sure you could add to it with other recent violations of good business principles that you've heard about, too.

For those of us dedicated to this great industry, it's painful to read about these incidents—particularly when these very bureaus have adopted IACVB's code of ethics that are required for destination management organization membership.

In many cases, these incidents and many like them are difficult to ascertain—especially when there is an unspoken "code of silence" that punishes public disclosure about behavioral issues of integrity within the organization.

Wherever this "don't talk, don't report it" syndrome is at work, it's difficult to manifest change within the agency. Here, conflicts of interest, issues of nepotism and outright dishonesty can go unchallenged—creating an unprofessional and unhealthy work environment for all employees, and potentially affecting stakeholders, business partners and clients.

Developing a code of ethics

At the other end of the ethical spectrum, many bureaus are providing great examples of public accountability, integrity and excellent business acumen.

There, you will find open understandings of what ethics mean and how they're delivered. And in each case, this culture has been initially fostered with development of an ethics policy.

Creating an Ethics Policy

An optimum method for creation of such an ethics policy is to hire an independent expert from a local college or university who teaches the subject of ethics.

You'll next want to appoint a committee of staff persons, usually from middle management, to work with the ethics consultant, to frame an outline of need.

(Continued click here.)

 

Increase Your Meeting Leads and Bookings

Independent Planners Average Estimated Budget of
$6.5 Million Now Exceeds Other Meeting Planners

FACT: Third-party planners (independent meeting planners and consultants) have emerged as a pivotal force in the meeting industry as their average estimated budgets now exceed, by sizeable margins, those of Corporate, Medical, Association and other meeting planners.

This is one of several eye-opening trends according to the latest survey responses from 1,116 meeting planners and 959 suppliers in the FutureWatch 2004 report from Meeting Professionals International (MPI) and American Express.

Other Trends Cited in Report:

  • Average estimated 2004 budgets of Consultants ($6,925,000) and Independent Planners ($6,519,852) is now far greater than that of corporate ($5,296,000), medical ($3,140,000), association ($1,438,500), and other meeting planners.
  • Planners will use Internet 20% more in 2004 to research venues and book meetings
  • Suppliers continue technology investments such as Web site enhancements
  • This emergent reliance on IT has changed bidding and procurement practices (standardization) and expectations (short lead times)
  • "Preferred" and "Approved" relationships are increasingly important
  • Planners and Suppliers need to better understand each others' needs, communicate better, and improve standardized procurement and fulfillment procedures.

The New Challenge for CVBs:
Reassessment, training, and partnerships are critical to success.
Meeting planners' and suppliers' understanding and training about each others' needs, tasks, and workflow is not keeping pace with the increasing trends toward more standardization and automation, and less personal contact.

The Solution: The Meeting Planner Partnerships© program of Assessment, Training, and Partnership Building. This is a program developed by Certified Meeting Professionals and trainers and USDM.net, the recognized leader in Internet marketing solutions for destination marketing organizations (DMOs) and Convention and Visitor Bureaus (CVBs).

"Highly competitive times call for newly aligned partnerships and fundamental changes in the way we do business. This program will yield improved communication and a more efficient selling channel between independent planners and CVB sales teams," said Tricia Hall CAE, CMP and program development consultant for the Meeting Planner Partnerships© program.

"Imagine if your CVB or DMO and selected independent meeting planners could qualify and recognize each other to become preferred partners in selling your destination," suggested Leah Woolford, founder and CEO of US Destination Marketing, Inc. (USDM.net) and developer of the Meeting Planner Partnerships© program.

"The meeting planners that USDM.net talks to believe you would have a win-win partnership," Woolford said.

"After interviews and focus groups with meeting planners, and our research on emerging trends, we developed the Meeting Planner Partnerships© program to improve mutual understanding, training, and communication, and provide standardized practices and tools for expediting the meeting bidding and fulfillment process," Woolford said.

"Convention and visitor bureaus are important suppliers to the meeting industry and value the independent meeting planners as partners in our meeting sales mission," said Michael D. Gehrisch, President and CEO of the International Association of Convention & Visitors Bureaus.

"A third party assessment by Certified Meeting Professionals can bring a qualified outside perspective to any convention and visitor bureau's meeting sales initiatives that may help identify important strengths and weaknesses," Gehrisch said. "Training and programs that help bureaus and independent meeting planners improve their communication and processes for more efficient and successful bidding and fulfillment of meetings is valuable to both partners."

The Meeting Planner Partnerships© Three Step Program includes:

1. Assessment & Evaluation
Certified Meeting Professionals who are members of top industry organizations examine key components of your program and assess your bureau and web site in regards to planners. The DMO receives a final report detailing their successes and areas for improvement in process, procedures, sales, and marketing.

2. Training Seminar
"How to Build Relationships and New Business with Meeting Planners"
Certified Meeting Professionals who are facilitators and trainers of top meeting planners conduct one day training seminar/workshop with your staff on critical issues, preferred standards, streamlining processes, better communication, relationship-building tools, and development of a customized destination review program.

The next CVB Training Seminar is scheduled for Monday, August 16th and is limited to five participating CVBs (and up to five staff persons per bureau). For complete program details and pricing, contact Jennifer Barbee, Vice President of Consulting at USDM.net, by phone at (351) 653-2387 or by email at consulting@usdm.net.

3. The Meeting Planner Partnerships and Preferred Planner Program - - Marketing Your Destination to New Planners as Partners
USDM.net will identify, qualify and invite Independent Meeting Planners to a destination review and partnership meeting in your destination that results in a "Preferred Planner" designation with reporting requirements. The quarterly reports will contain Leads/groups size and potential meetings for which the planner has recommended your destination.

This new, one-of-a-kind program was developed this year by Certified Meeting Professionals and USDM.net after customized research about what is needed from CVBs and DMOs. The program is designed to produce new, qualified, "Preferred Planner" relationships, leads, and sales from today's dominate meeting industry force -- the Independent Meeting Planners.

For complete details of the program and pricing, contact Jennifer Barbee, Vice President of Consulting at USDM.net, by phone at (351) 653-2387 or by email at consulting@usdm.net.

Excerpts from the FutureWatch 2004 report are reprinted here by permission with copyright 2004 Meeting Professionals International. www.mpiweb.org

Some bureaus may also invite a board member or two to participate.

I also suggest you check out fellow CEOs who have developed Ethics Policies. Get their input, along with a copy of their policies for your committee's review, too.

There are a great many excellent bureau models out there to emulate. Among them are the Greater Miami Convention and Visitors Bureau and the Palm Springs Desert Resorts Convention and Visitors Authority.

I believe this culture starts at the top, and you'll get other great CVB model suggestions from many other DMO peers.

Recommended Board of Directors Code of Conduct.

CVB Boards should also adopt a code of conduct, detailing the requirements for the ethical, business-like conduct of itself, as a body, and of each of its members, as individuals.

This commitment should include the proper use of authority and appropriate decorum in-group and financial behavior when acting as Board members.

As examples, board members should represent un-conflicted loyalty to the interest of the Bureau and its constituents, avoid any conflict of interest with respect to their fiduciary responsibility and not attempt to exercise individual authority over the Bureau except as explicitly set forth in Board policies.

All of these matters should be spelled out in detail for Board review and approval.

The Operations Committee

Finally, consider appointing a standing "operations committee" of several staff to serve as ombudsmen in reviewing office and human resource issues that crop up frequently.

Or when your staff ethics committee has completed work, perhaps they could transition to serve as the bureau's new Operations Committee.

The operations committee should be comprised of no more than five or six middle management or seasoned support staff. You could start off with monthly meetings and then determine your needs in the months to come.

In conclusion

A pro-active approach to this important issue can't help but enhance the reputation of your agency and the stakeholders it serves.

And it is certainly a significant requirement that leads to a much more transparent, mature, effectively managed and operated organization in today's business environment.

 

 


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A self-assessment guide for successful marketing operations
Produced by Marshall Murdaugh Marketing

This new 55-page Performance Audit Manual has just been developed to serve as your personal self-auditing/ assessment guidebook to optimize your bureau's success.

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looking for return-on-investment accountability" ...

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& Former Chairman, The Association of Travel Marketing Executives

ORDER YOUR COPY NOW- for $275.(U.S.) BY EMAIL at: MMurdaughMktg@aol.com


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