Rohit Talwar - Convention 2020 - Key Research Findings - ICCA Leipzig 24-10/11


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Rohit Talwar's presentation to ICCA Leipzig on the future of the corporate events and conventions, and the emerging findings from the latest Convention 2020 study.

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Rohit Talwar - Convention 2020 - Key Research Findings - ICCA Leipzig 24-10/11

  1. 1. The Future of Corporate and Association Events + Venue and Destination Strategies ICCA Congress Leipzig October 24th 2011 Rohit Talwar CEO – Fast Future
  2. 2. Contents• Presentation p3• About Fast Future p 69• Image Sources p 79
  3. 3. Convention 2020• Global strategic foresight study to help the meetings industry prepare for the decade ahead - Industry-wide sponsors• Outside-in focus• Multiple outputs Nov 2009 – December 2011
  4. 4. Organisations Need to Work on 3 Horizons in Parallel1-12 Months 1-3 Years 3-10 YearsOperational Drive for CreatingExcellence Growth the Future
  5. 5. The World in 2020
  6. 6. The Survey FocusDesign Delegate Learning andDrivers Experience Knowledge
  7. 7. Less but Bigger? By 2020, compared to today, I expect there to be fewer but larger conferences and exhibitions covering wide topics, industrysectors, or "communities of interest" - with less choice of which events to attend, but much more choice within the events themselves. 49% 1085 respondents
  8. 8. More, Smaller and Specialized?By 2020, compared to today, I expect there to be a greater choice of manymore smaller, highly specialized conferences, exhibitions and meetings - there will be much more competition from events wanting me to attend. 79% 1090 respondents
  9. 9. To help ensure focused outcomes, corporate and association meetingswill increasingly design their events around a few central topics with all programme elements tightly integrated to these core themes. (213 respondents) 70% 60% 50% 40% 30% 20% 10% 0% Strongly Agree Disagree Strongly Agree Disagree
  10. 10. What key delegate expectations will drive event strategies? (8 options) Rising participant expectations – learning, experience, facilities and comfort Pressure to deliver tangible ROI, immediate results and take aways Strong integration of social media and inter-linking with external audiences
  11. 11. What key strategic priorities do you expect for corporate and association event owners over the next 1-3 years? (11) Cost reduction Clear measurement of ROI Shortened planning and execution cycles Greater use of Hybrid /Virtual
  12. 12. What innovations do you most expect to see in business events over the next decade? (8 options)Use of events to build Extensive value-adding Co-location of eventsextended communities pre-event engagement with attendees
  13. 13. What key features do you expect to see in the design of corporate events over the next decade? (11 options) “Relationship building" with Change Behaviour / Culture external participantsAccelerated learning / Complex Problems Serve multiple roles
  14. 14. What major trends do you expect to see in the evolution ofassociation strategies for managing their event portfolios over the next decade? (11 options) Partnering w/ online communities Merger of events Greater selectivity on events Use events to capture innovation
  15. 15. What key developments do you expect to see in the wayassociations plan and manage individual events? (9 options) Focus on developing new pricing models and revenue streams Revamping of trade shows to become solution fairs and learning zones Better profiling and targeting of attendees e.g. addressing demographic blind spots
  16. 16. Associations will positively encourage member groups to form and runevents under their brand - providing administrative support and taking a share of revenue. (210 respondents) 70% 60% 50% 40% 30% 20% 10% 0% Strongly Agree Agree Disagree Strongly Disagree
  17. 17. To survive in the face of intense competition, large association events will increasingly seek to become key "industry happenings" - providing new information, innovation, learning and experiences and creating an atmosphere where people want to be (210 respondents) 60% 50% 40% 30% 20% 10% 0% Strongly Agree Agree Disagree Strongly Disagree
  18. 18. Associations will increasingly look to broaden their portfolio by partnering with other suppliers who offer research, e-content,conferences, webinars, virtual events and online communities that directly compete for member attention (209 respondents). 70% 60% 50% 40% 30% 20% 10% 0% Strongly Agree Disagree Strongly Agree Disagree
  19. 19. In the face of economic uncertainty, what strategies do youexpect corporate and association event owners to adopt to drive down costs? (14 options) Closing unprofitable meetings Running shorter events Merging of events Choosing cheaper host destinations
  20. 20. What key revenue generating options do you believeassociations are most likely to adopt? (15 options) Packaging and resale of wider Video capturing content for event content resale Demanding greater financial Launch events specifically support from host cities/venues designed for resale
  21. 21. Which of the following do you expect to become increasingly important factors in the design and delivery of business events? (13 options)Clear link between event design and goals Support for social media activity Formats encourage open/deep dialogue More experimentation with hybrid/virtual
  22. 22. Which of the following do you expect to become increasinglyimportant features of the delegate experience? (10 options)Genuine dialogue between Personalization - wider Participant rich - formats to speakers and delegates choice of topics and support and encourage session formats participation and social learning during conference sessions
  23. 23. What key roles do you see social media playing in the management and delivery events over the next decade? (13 options) Improve event marketing, Increase delegate engagement before, targeting and communications during and after the eventEnable instant feedback on sessions Online co-creation of events
  24. 24. The use of social media will rise rapidly in the next few years and thendecline over time – with the emphasis shifting to full engagement in thelive experience as a pleasant diversion from the increasing technology dependence of our everyday lives (203 respondents) 60% 50% 40% 30% 20% 10% 0% Strongly Agree Disagree Strongly Agree Disagree
  25. 25. What key technology developments do you expect to see in business events over the next decade? (12 options) Affordable or free Wi-Fi Use of mobile ‘apps’ for networking Online conference communities Telepresence links to remote audiences
  26. 26. Knowledge management – Over the next decade, what strategies do you expect business events to adopt to maximise knowledge exchange, creation and capture? (11 options) Knowledge portals to capture Use of events to create new content generated knowledge networks Detailed briefing of speakers Tools to access to (un)structured data
  27. 27. The smart phone / tablet and its successors will become the main interaction point at events – enabling activities such as program guides, knowledge and contact exchange, download of presentations anddocuments, debate and dialogue, delegate interaction, audience response and voting, speaker feedback and special interest group co-ordination (202 respondents). 50% 40% 30% 20% 10% 0% Strongly Agree Disagree Strongly Agree Disagree
  28. 28. Venue Strategy, Management and Ownership The highest strategic priorities for venues by 2020 will be toCreate a more flexible set Differentiate themselves in Identify new markets e.g. of service offerings in the face of increased emerging industry sectors, response to customer competition professions and demands associations
  29. 29. Venue Operations and Facilities The highest strategic priorities for venues by 2020 will be to Keep up with meeting Increase the flexibility of Retain and recruit the righttechnologies and identify how venue space can be talent those that will add value configured for customers
  30. 30. Market StrategiesOver the next decade, which of the following service and market facing strategiesdo you expect Venues to adopt as they seek to compete in a more intense globalenvironment? Adopt environmental best Enter into international Seek to differentiate practices as an expected alliances with other themselves on service and standard rather than as a independent venues to bid customer experience source of competitive for multi-year convention advantage contracts from associations and other event owners
  31. 31. Over the next decade, venues will increasingly be expected to offer more in-depth and comprehensive event design advice and will seek to use this as a competitive differentiator 60 57 50 40 30 26 20 15 10 2 0 180 Respondents Strongly agree Agree Disagree Strongly disagree
  32. 32. Finance What financial strategies do you expect to see venues adopt by 2020? Focus on developing Provide incentives to Offer greater financialancillary revenue streams encourage repeat bookings support to attract incoming events
  33. 33. Which of the following revenue earningactivities do you expect to see venues adopt over the next decade?Carry advertising in public Host live entertainment Create their own or joint areas targeted at the such as concerts and ventured consumer demographic attending theatre performances focused events such as each event food and wine fairs, seasonal retail events and local craft fairs
  34. 34. Over the next decade, publicly funded centres will be expected to play afar greater role in supporting the local community – for example providing low or no cost facilities for activities such as local art exhibitions, community meetings and social functions 60 56 50 40 30 24 19 20 10 2 0 178 Respondents Strongly agree Agree Disagree Strongly disagree
  35. 35. Business Model / ROI Innovation Free or Fantastic
  36. 36. As client budget pressures increase, venues will increasinglybe expected to offer direct financial support or underwriting to attract the largest events 60 56 50 40 30 24 19 20 10 1 180 Respondents 0 Strongly agree Agree Disagree Strongly disagree
  37. 37. Over the next decade, in the face of intense competition,there will be growing pressure to provide the core facility for free and cover the costs through other revenue streams 60 50 50 40 37 30 20 11 10 2 0 Strongly agree Agree Disagree Strongly 179 Respondents disagree
  38. 38. What are the key drivers that will havethe greatest influence on the design of new venues in the next decade? Flexibility in use of Supporting a wide range Flexibility in use of meeting rooms of possible future concourses / foyers / technology solutions public spaces
  39. 39. What do you think will be the key longterm differentiators of successful venues over the next decade? Flexibility in use of the Staff, quality attitude and Ability to help event owners facility capability generate additional revenue streams
  40. 40. Which of the following Technology Strategies do you expect venues to adopt in the coming decade?Connectivity - offer free Wi-Fi Marketing – offer 3D visuals, Event Intelligence – Adopt to delegates and exhibitors virtual world showcases and smart tagging (e.g. RFID) of online venue ‘walkthroughs’ trade show booths, to showcase what is on offer delegates and meeting rooms to enable production of accurate information on visitor behaviour
  41. 41. As the boundaries (start and end points) of events start to blur and event owners seek to increase participant engagement before and after the event, venues will increasingly need to provide solutions that support such social media engagement 60 57 50 40 31 30 20 12 10 1 0 181 Respondents Strongly agree Agree Disagree Strongly disagree
  42. 42. Destination Priorities 2011 Find Use web /social Prioritise key differentiators in media more to events, the face of promote the industries and intense destination associations to competition targetImage sources: / /
  43. 43. Destination Strategies 2015 Show ROI for Show longer More event term contribution extensive owners/delegates to economic data mining developmentImage sources: / /
  44. 44. The Opportunity • Conventions and Trade Shows are a multi-billion industry • Major contributor to knowledge exchange and business creation • But…Image sources: /
  45. 45. To Win We Must Focus ‘Beyond Tourism’Image source:
  46. 46. ICCA Rankings - Subject AreasThe opportunity is to maximize knowledge transfer and value creation in the key industries of the future…
  47. 47. Drive Economic Growth and Job CreationImage source:
  48. 48. Maximizing Knowledge Sharing through Business EventsImage source:
  49. 49. Showcasing Local CapabilityImage sources: /
  50. 50. Nurturing New Ventures andAccelerating Emerging IndustriesImage sources: / /
  51. 51. New Networks, Partnerships and CollaborationsImage source Tallberg Foundation
  52. 52. Korea - Priority Sectors Tourism Convention Services Design Distribution Services Digital Content R & D
  53. 53. DDP: DONGDAEMUN DESIGN PLAZAImage source Seoul Tourism Organization
  56. 56. Link business events to government priorities BESydney Target government Government priority sectors invests in for development BESydney Work with government and Community institutions to secure events benefits Events help develop sectors 58
  57. 57. Priority sectors identified by government fordevelopment • Finance, Insurance & Professional Services • Infrastructure and Construction • Advanced Manufacturing • Communication and Info Technology • Retail • Education and Research • Agri-food • Creative industries • Mining • Tourism • Health and Allied Services 59
  58. 58. Case study approach • 4th International AIDS Society Conference on HIV Pathogenesis Treatment and Prevention (IAS 2007) Led to the establishment of a major virology institute at the University of NSW through initial investment by the Bill and Melinda Gates Foundation later matched by government. • 7th International Orthodontics Congress (IOC 2010) Many Australian clinicians picked up knowledge about new techniques and technologies. Conference led to significant funding increase for the Australian Society of Orthodontists research programs. 60
  59. 59. Citywide Alignment - LondonBusiness Tourism Steering Group Senior group of industry figures with an interest in developing London’s global events business, across hotels, venues, transport, retail, corporate, agency, local government Research on client perceptions of the destination Comparative study into competitor destinations Industry Forums Clearer understanding reached of a joined-up approach Recommendations and future approach
  60. 60. Leveraging Sporting Legacy 2015 2016* 2017 2018 • Rugby World Cup • NFL Super Bowl • World Athletics • FIFA World Cup • Women’s Football • World Hockey Champs • Youth Olympic Games World Cup Champions Trophy • Solheim Cup (Ladies’ • FIBA World Basketball • Amateur Boxing • European Athletics Golf) Champs World Champs Champs • Hockey Euronations • FINA Water Polo • World Masters • Table Tennis World • IPC World Swimming World Cup Athletics Champs Cup Champs (25m; • Track Cycling World • World Disabled • LEN European Disability) Cup Badminton Champs Swimming Champs • Track Cycling World • World Team • Track Cycling World Cup Badminton Champs Champs • FINA Diving World Series • IPC European Swimming Champs • European Junior Athletics Champs • European Team *Olympic Year – may Athletics Champs limit event feasibilityImage source: London & Partners
  61. 61. Abu Dhabi – 30 Year Vision• Building an open, efficient, effective and globally integrated business environment• Adopting a disciplined fiscal policy that is responsive to economic cycles• Establishing a resilient monetary and financial market environment• Driving significant improvement in the efficiency of the labour market• Developing a sufficient and resilient infrastructure• Developing a highly skilled, highly productive work force• Enabling financial markets to become the key financiers of economic sectors and projectsImage source:
  62. 62. Abu Dhabi – Key Sectors• Education• Energy and Environment• Healthcare• Petrochemicals, Oil and Gas• Pharmaceuticals• IT, Telecoms + Communications• Transportation and Logistics• Construction• Culture• Food industry• Manufacturing and Infrastructure• Security and Defense• TourismImage source:
  63. 63. Abu Dhabi – Infrastructure• Health – Cleveland Clinic Abu Dhabi bringing high quality medicine• Education – In Abu Dhabi branches of Yale University, Sorbonne, New York University and new Zayed University• Masdar City – World first zero carbon, zero waste and car free city• Science and Technology• A new surface transportation Master PlanImage source:
  64. 64. Advantage Abu Dhabi• A three-year Abu Dhabi Tourism Authority initiative aimed at catalysing and seeding innovative and viable business events aligned to the Abu Dhabi Government’s 2030 Economic Plan• Aimed at International Conferences and Exhibitions• AAD Recipient:
  65. 65. Conclusions Where are the Opportunities?• Foresight and Insight• Learning• Knowledge Leverage• Value Assessment• Experimentation
  66. 66. About Fast Future
  67. 67. Fast Future – Travel and Meetings Industry Services• Live Events - Speeches, briefings and workshops for executive management and boards of hotels, airlines, airports, venues, CVB’s and associations• Future Insights - Customised research on emerging trends, future scenarios, technologies and new markets• Immersion - ‘Deep dives’ on future trends, market developments, emerging issues and technology advances• Strategy - Development of strategies and business plans• Innovation - Creation of business models and innovation plans• Engagement - Consultancy and workshop facilitation
  68. 68. Fast Future• Research, consulting, speaking, leadership• 5-20 year horizon - focus on ideas, developments, people, trends and forces shaping the future• Clients – ING, ABN Amro, Laing O’Rourke – Marks and Spencer – Airports - Aeroports de Paris / Schiphol Group – Vancouver Airport Services – Industry Associations – ICCA, ASAE, PCMA, MPI – Corporates - GE, Nokia, Pepsi, IBM, Intel, Orange, O2, Siemens, Samsung, GSK, SAPE&Y, KPMG, Amadeus, Sabre, Travelport, Travelex, ING, Santander, Barclays, Citibank, DeutscheBank – Governments - Dubai, Finland, Nigeria, Singapore, UK, US – Convention Bureaus – Seoul, Sydney, London, San Francisco, Toronto, Abu Dhabi, Durban, Athens, Slovenia, Copenhagen – Convention Centres – Melbourne, Adelaide, Qatar, QEIICC – Hotels - Accor Group, Preferred, – Intercontinental – PCO’s - Congrex, Kenes
  69. 69. Hotels 2020 – Objectives• Identify key drivers of change for the globally branded hotel sector over the next decade• Examine the implications for:  Hotel strategy  Brand portfolio  Business models  Customer targeting  Innovation
  70. 70. Convention 2020• Global strategic foresight study to help the meetings industry prepare for the decade ahead - Industry-wide sponsors• Multiple outputs Nov 2009 – December 2011• Current studies on future strategies for venues and destinations
  71. 71. Rohit Talwar• Global futurist and founder of Fast Future Research.• Award winning speaker on future insights and strategic innovation – addressing leadership audiences in 40 countries on 5 continents• Author of Designing Your Future• Profiled by UK’s Independent Newspaper as one of the Top 10 Global Future Thinkers• Led futures research, scenario planning and strategic consultancy projects for clients in telecommunications, technology, pharmaceuticals, banking, travel and tourism, environment, food and government sectors• Clients include 3M, BBC, BT, BAe, Bayer, Chloride, DTC De Beers, DHL, EADS, Electrolux, E&Y, GE, Hoover, Hyundai, IBM, ING, Intel, KPMG, M&S, Nakheel, Nokia, Nomura, Novartis, OECD, Orange, Panasonic, Pfizer, PwC, Samsung, Shell, Siemens, Symbian, Yell , numerous international associations and governments agencies in the US, UK, Finland, Dubai, Nigeria, Saudi Arabia and Singapore.• To receive Fast Future’s newsletters please email
  72. 72. Designing Your Future Key Trends, Challenges and Choices• 50 key trends• 100 emerging trends• 10 major patterns of change• Key challenges and choices for leaders• Strategic decision making framework• Scenarios for 2012• Key futures tools and techniques• Published August 2008• Price £49.95 / €54.95/ $69.95• Email invoice request to
  73. 73. Our Services Bespoke research; Identification & Analysis of Future Trends, Drivers & Shocks Public Speaking, In- Company Briefings, Accelerated Scenario Seminars and Planning, Timelining & Workshops Future MappingPersonal Futuring forLeaders and Leadership Expert Consultations &Teams Futures Think Tanks Identification of Design & Facilitation of Opportunities for Innovation, Incubation Innovation and Strategic & Venturing Strategy Creation & Investment Programmes Development of Implementation Roadmaps
  74. 74. Example Projects• Public and private client research e.g. : – Development of Market Scenarios, emerging trends and strategies for key clients – Government and OECD Scenario Projects – e.g. Migration 2030, Future of Narcotics, Chemical Sector, Family 2030 – Scenarios for the global economy for 2030 and the implications for migration – Designing Your Future (Published August 2008) – book written for the American Society of Association Executives & The Center for Association Leadership – Global Economies – e.g. The Future of China – the Path to 2020 – The Shape of Jobs to Come – Emerging Science and Technology Sectors and Careers – Winning in India and China – The Future of Human Resources – Exploiting the Future Potential of Social Media in UK Small to Medium Enterprises – Convention 2020 – the Future of Business Events – Future Convention Cities Initiative – Maximising Long-term Economic Impact of Events – One Step Beyond – Future trends and challenges for the events industry – Hotels 2020: Beyond Segmentation – Future Hotel Strategies – The Future of Travel and Tourism in the Middle East – a Vision to 2020 – Future of Travel and Tourism Investment in Saudi Arabia – Aviation and Airports e.g. Aviation 2030
  75. 75. Example Clients
  76. 76. Image Sources
  77. 77. Images Sources p1Page4. Left to Right 1. 2. 3. Clockwise 1. 2. 3. 4. Old people - 5. 6. 7. 8. 10. Top to Bottom 1. 2. 3. Clockwise 1. 2. 3. 4.
  78. 78. Images Sources p211. Left to Right 1. 2. 3. Clockwise 1. 2. 3. 4. Clockwise 1. 2. 3. 4. Top to Bottom 1. 2. 3. 6828079061416.
  79. 79. Images Sources p318. Clockwise 1. 2. 3. 4. Clockwise 1. 2. 3. 4. 512x329.jpg20. Clockwise 1. 2. 3. 4. Left to Right 1. 2. 3. Clockwise 1. 2. 3. 4.
  80. 80. Images Sources p424. Clockwise 1. 2. 3. 4. Clockwise 1. 2. 3. Left to Right 1. 2. 3. Left to Right 1. 2. ese.jpg 3. Left to Right 1. 2. 3.
  81. 81. Images Sources p532. Left to Right 1. 2. 3. Left to Right 1. 2. 3. Left to Right 1. 2. 3. content/blogs.dir/1/files/east_facility_concourse.jpg39. Left to Right 1. 2. 3. Left to Right 1. 2. 3.
  82. 82. Images Sources p642. Left to Right 1. 2. 3. Left to Right 1. 2. 3. Top to Bottom 1. 2. convention-c.jpg45. Left to Right 1. 2. Left to Right 1. 2. 3.