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4N°       THE MCI MAGAZINE           ISSUE 1 - 2010 I NOMINAL CHARGE 10€                          mINDS     TheEngagement ...
e         ditorial                          Dear Community,                          Last year’s economic turmoil brought ...
IN   60SECONDS            2009 : A Year of Expansion                              2009 was a good year for MCI expansion. ...
“TheMeasurement            Debate                             is Alive”The recent global economic turmoilseems to have sen...
IN PIREsW                               hat reasons                              Fig 2 Value Loss2                        ...
Keeping an audience’s        attention and measuring        the results of events are some        of the main challenges w...
MEETING OF                mINDSMCI: Please tell us briefly about your         that for most of our customers these        ...
p        OUT ERFORMGuinness:250th Jubilee Celebration
p                                                  OUT ERFORMOn September 24th 2009, celebrations rang out across the glob...
p       OUT ERFORMSAP&Branding Engagement Strategy
p                                                  OUT ERFORMSAP, a major business software provider, sought to bring its ...
OUT ERFORMpSibos:A Financial      CommunitySibos, the premier event of the financial services industry, was due to takepla...
p                                               OUT ERFORM                                                             Rew...
S        UENO S AIRE       B                y of                    Tango       T he Cit                                  ...
GLOBAL IFE         l                                                                                       MAR            ...
s                                                          IN IGHT                                                        ...
s                                                          IN IGHTefforts, the annual EventView survey          Measuring ...
v
value                                                             s                                                       ...
Carefully craft the links to develop your community just as an artist would craft a beautiful        No part of this publi...
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MCI Customer Magazine #4

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MCI Customer Magazine #4

  1. 1. 4N° THE MCI MAGAZINE ISSUE 1 - 2010 I NOMINAL CHARGE 10€ mINDS TheEngagement MEETING OF Value of p OUT ERFORM Guinness SAP Sibos p INS IRE “The Measurement Debate is Alive” s IN IGHT ROI on the Rise What Value Really Means
  2. 2. e ditorial Dear Community, Last year’s economic turmoil brought on a number of fundamental changes to our industry. Meeting spend came under increased scrutiny driven by public perception and regulations. Expectations for the meaningful demonstration of value of events reached significant proportions. Oddly enough, it is during these times of slowdown that events can show even greater significance as they provide the right tools for an organization to revitalize its talents, nurture its client relationships and ward off competitors. In this issue, as our attention turns to demonstrating value, I invite you to discover its many faces and forms. 2 EDITORIAL 3 Sébastien Tondeur on demonstrating value. UPDATED IN 60 SECONDS 4 The most important MCI news at a glance. INSPIRE The Measurement Debate is 6 Alive by Dev Sharma. MEETING OF MINDS The Value of Engagement - 8 Tilman Hengevoss on the value of events. OUTPERFORM Guinness: 250th Jubilee Celebration SAP Branding & Engagement Strategy 14 Sibos: A Financial Community Brands, People, Markets: Success Stories GLOBAL LIFE Coolhunting: Top Tips Straight 16 from our Global Offices. INSIGHT ROI on the Rise – It’s in hot demand by those writing the checks. What Value Really Means – Ben Goedegebuure tells us all about value.Sébastien TondeurChief Executive Officer
  3. 3. IN 60SECONDS 2009 : A Year of Expansion 2009 was a good year for MCI expansion. To meet the ever-increasing demand for services in Latin America, MCI added offices in São Paulo and Rio de Janeiro to complement our presence in Argentina. Following the successful launch and growth of its Shanghai and Hong Kong offices, MCI Beijing opened its doors to provide operational excellence in the Central Business District of Beijing. Building on the success of MCI in Paris and Lyon, we opened additional offices in Montpellier, Marseille and the French Riviera. MCI Sustainability Services Instrumental in BS8901 Certification of COP15 Large, complex events often have a heavy environmental impact on the host communities in which they occur. In 2007, MCI created Sustainabilityu Services to innovate practical, measured solutions for creating and delivering sustainable events. An exciting example of the return on this investment came during the United Nations Climate Change Conference (COP15) held in Copenhagen in December 2009. MCI Sustainability Services provided tools, structure and communications support to achieve “greener” results. The COP15 event, which accredited more than 47,000 people from all over the world, presented significant challenges for all stakeholders. MCI’s MCI Dublin Best Workplace Sustainable Event Management framework helped guide an approach which resulted in COP15 organizers having their event management system recognized as compliant with the BS8901 standard for sustainable event management by Danish Certification. in Ireland pdated MCI Dublin has been named one of the Best Workplaces in Ireland according to the Great Place to Work Institute Ireland. It is the only event company in the country to make it onto the list. MCI Dublin is one of fifty companies who, according to the Institute, serve as real-world examples of what can be achieved in 60 seconds when organizations are prepared to articulate and live by timeless values.MCI GroupBest EventCompany in Asia Shoe AidCEI Asia, one of the leading corporate events publications in the region,honored MCI Group as ‘Best Event Company’ at its annual CEI Asia IndustryAwards 2010. Readers of the magazine were asked to vote and MCI tookfirst place. MCI established its first regional office in Singapore in 2006 andhas grown to 8 offices in the region since then. for Africa Initiative When MCI team members from around the globe learned that half of all youths in Africa have no shoes, they responded beyond all expectations. As part of MCI’s annual businessMCI Dublin Honored By meeting which transpired in Vienna inLeading Irish Charity December 2009, a social responsibility campaign was organized with a goal to collect 500 pairs of shoes and 800€ for carbon- responsible shipping. Nearly 700 pairs of shoes and over 3000€ were collected to support Established in 2001 to campaign for the rights and entitlements of the Kiwi Shoe Aid for Africa campaign. MCI people with Autism, Irish Autism Action is MCI Dublin’s charity of sees strength in collaboration with corporate choice in Ireland. For the past four years, MCI Dublin has supported partners and is proud to have supported Kiwi the charity in the organization of several annual high profile events, and their chosen charity as another exciting provided event management expertise and onsite event operations example of how MCI is Building Community. free of charge. |3
  4. 4. “TheMeasurement Debate is Alive”The recent global economic turmoilseems to have sent the Meeting &Events world into hyper-drive,if not even obsession,about measurement, ROI,ROO and any and all otherbusiness value indicatorson the important spendlevels in this categoryof marketing andcommunications.By Dev SharmaDirector Global Accounts -Meeting & Events
  5. 5. IN PIREsW hat reasons Fig 2 Value Loss2 4. Keep it simple: Adoption of simple motivate 220 Corporations Surveyed: and streamlined measurement sys- measure- Best in Class: 5% of corporations had tems have the highest likelihood of ments today? a >80% value retention becoming part of your company DNA. Is it to gauge Average: 54% value retention • Caution: Collecting large amounts the satisfac- Laggard: 12% of corporations had <20% value retention of data might look great in the report tion of the 100% From 100% down to 8% but it needs to be balanced with infor-attendees or is it due to the ever-increas- Strategy  No clear strategy mation overload that hinders versusing influence from procurement? Clearly Planning  Wrong strategic planning helps decision making.the results (see fig 1) are reflecting times Budget  Lack of budget to achieve impact and sustainability 5. Help is out there: Consider and collabo-have changed dramatically and after Target group  Low level target group rate with event management agenciesa period of relative freedom of spend- which understand the business rele- Business impact  No business impact - just a nice eventing over the last twenty years, the last vance and importance of measurement.18 months of economic instability has Brand impact  Bad communication and brand presence Alternatively, complement internal plan-changed most managements’ attitude to Implementation  Implementation problems ning teams with specialist measure-wanting to know what they can Sustainability  No sustainability link/follow-up activities ment companies or event managementexpect as a return on the money they 8% companies that can audit, evaluate andinvest in events. optimize your strategy. Fig 3 Event Measurement Today3Fig 1 Measurement Motivation 1 Measurement Motivation Measurement Motivation no measurement 16 Value retention through effective internal basicQuestion: Why do you measure the impact meas. 41 Question: Why do you measure the impact measurement Why do you measure the impact of even Question: Measurement Motivationof event marketing? 18 event marketing? of prof. internal tools The value chain can be influenced by Marketing Best Practice 44 Marketing Best Practice To Demonstrate Marketing ROI surveys 5% 24 many steps in the process. Interestingly 5% business analysis 37% prof. external To Demonstrate Marketing ROI enough To Demonstrate Marketing ROI the opportunity of value reten- 15 tools 37% tion is best illustrated in the chart “Value 37% ROI model 8 To Improve Attendee Experience MarketingBest Practice To Protect or 17% Loss” (seeImproveBy establishing clear To fig 2). Attendee Experience 5% Increase Budget 0 10 20 Protect or Increase Budget To 30 40 50 17% 4% 4% (survey Germany 2008 - n 850) Key Performanceor Increase Budget To Protect Indicators for each To Justify Expenditure step of the event life cycle, the optimiza- 4% Regardless of the level of measurement 10% To Justify Expenditure tion potential learnt through a measure- To Improve Attendee Procurement Influence Experience methodologies you may have in place, 5% 10% ment management Influence can signifi- systemOther 22% Procurement 17% when you measure you are always one Other cantly improve the overall performance 22% 5% step ahead. picture. Other repeatedly and over time, Done Procurement Influence To Justify Expenditure 10% 22% it can prognosticate a success DNA – 5% Establishing a decisional framework which evolves the value of measurementFurthermore, in the financial statements Giving all the variables a number helps from cost justification to mitigating riskof most publicly-traded companies, after quantify what success looks like and and allowing better budget allocationCost of Goods Sold and Talent, usually reduces decisions based on intuition. decisions to be made. Rationale being:the “Travel, Meetings and Events” line Furthermore measurement needs a invest on the activities that bring theup shows up quite soon. As companies custodian in the company, establishing most value to the business, whilst reduc-continue to streamline their overall who owns and is accountable for meas- ing or eliminating activities that do not.operations to deliver maximum share- urements will bring the program to life. The example shown is a real case of aholder value, larger spend areas quickly If you are in the early stages of a global brand – needless to say any eventfall under the microscope. measurement system, getting started with a 92% bleed rate on value is far can be difficult, but you must start from desirable. somewhere. Like any journey it alwaysMeasure before you get measured starts with a first few steps - below ourEven the most basic of measurement Measurement and information add recommendations: value only if they change our actionsprograms are better than no measure- 1. Gauging your company culture:ment at all. Measure proactively and in the process Does the company make data driven If the Wright brothers had known in 1903enhance your measurement approach decisions or do other criteria comestep by step. Value generated from that measurement had shown that at into play? high altitudes a plane encounters lessmeasurement is not only figures but also 2. Establishing a clear vision for whatlearnings and identification of areas of air resistance and can fly faster with less successful measurement looks like for power consumption they may have beenoptimization (fig 2). the company and the functional de- inclined to build a different kind of flying partments: While “One size” doesn’t machine and today’s aeronautics mayLastly, measure where it matters the fit all and critical success factors vary have looked very different.most, frequently on the large spend are- between Marketing, Travel, Meetingas, for example your largest events. The and Events, an integrated perform- Event marketing is about uniting internal“Event Measurement Today” chart (fig 3) ance measurement approach will and external stakeholders andshows data from a survey conducted in accelerate internal alignment. engaging with them in live experiences.Germany and illustrates that the tenden- 3. Embedding measurement at the be- By successfully shaping, managing andcy to use simplistic versus professional ginning of the business planning proc- measuring those experiences and rela-or complex tools was most prevalent. ess: Measurement should become a tionships, value is created for the organi-With the crescendo of the economic way of working. Key performance indi- zations, brands, products and services.crunch having come late 2008, we feel cators established in the design phasecertain that the use and implementation invariably leads to event planning and Source: EventView 2009 Global 1of more evolved tools was accelerated. execution that meets the mark. Source: Reflection Marketing 2 Source: Reflection Marketing 3 |5
  6. 6. Keeping an audience’s attention and measuring the results of events are some of the main challenges we face today. Tilman Hengevoss, Chief Marketing Officer at Zurich Financial Services in Switzerland, elaborates on how emotional elements more so than rational ones can foster the desired level of engagement during an event. Tilman Hengevoss, Chief Marketing Officer, Zurich SchweizThe value of engagement Photo © 2010 Tamara Ferrari
  7. 7. MEETING OF mINDSMCI: Please tell us briefly about your that for most of our customers these significantly shifted our budgets fromprofessional career path? conversations are driven much more classical media activities to event plat-Tilman Hengevoss: My career started by emotions and the feeling of being forms. These events can be describedin the ABB group marketing depart- pampered by someone rather than by as infotainment. We engage our custom-ment, which was managed as a profit rational arguments. Our sales and claims ers in discussions about our businesscentre within the company. Selling our agents are basically event managers propositions or the role of our industry inservices internally, I very quickly realized who have to create and manage these the economy in an entertaining way.that any marketing activity has to create brand experiences. In order to allow this An example is our climate changea value that someone - be it an internal to happen we have to train our people dialogue platform. We lead our guestsor an end customer - is prepared to pay with similar event based concepts. through a multimedia presentation ona price for. I spent some years in the Interaction with an internal or external the topic and then engage them in ainternational consumer goods industry audience through events has become conversation with experts illustratingwith various marketing and sales re- significantly more important over the impact on their private and businesssponsibilities. Brands and products were the last years. worlds. They also get the opportunity to “strategically managed in an increasinglyglobal context from international fran-chise platforms. This reflected changingcustomer behaviour, with consumers We measure the impact of activities throughliving and acting increasingly in a global engagement surveys based on quantitative KPIs. High engagement values reflect the effectivenessmarket environment under the impact ofinternational media. The globalisation ofmarketing functions was also driven bythe need to get costs and effects organ- of event communication concepts and translateised in a more efficient way. In the two into higher productivity.”years I spent with an international fairorganiser, we transformed the businessfrom renting out square meters to exhibi- MCI: Can you elaborate on the nature discuss the challenge with well knowntors to creating brand experience events of these internal events and how you politicians. We combine the event withfor visitors. For several years I have now would define their value? the Zurich climate prize contest wherebeen in the insurance industry working T.H. : As we are all flooded with informa- customers can win a financial supportfor Zurich Financial Services with dual tion 24 hours a day, 7 days a week, it is package for innovation towards a morejob responsibilities: coordinating product a real challenge to make ourselves heard climate friendly infrastructure or opera-development across countries in Europe and understood by a target audience. tional model of their business. The eventand heading the market management Complex communication has to be is leveraged through a PR programfunction in the Swiss business unit. radically reduced and rational arguments giving us excellent press coverage.To the latter belongs strategic planning, substituted by more emotional mes- The value of this initiative is measuredmanaging the product portfolio, all the sages. When we organise internal events through questionnaires, media surveyscommunication disciplines and the we no longer take our people through and by tracking the business relation-governance of our sales channels. endless presentations by senior manag- ship development with the individual ers. We use communication techniques customer.MCI: What is the particular challenge such as role play, music, multimediafor a marketing function in the insur- visualisation and discussions in small MCI: How do you see meetings andance industry and how do you see the groups with voting tools on best ideas events evolving to provide the bestrole of events there? developed. Interaction and personal in- value in the future?T.H. : We start with the assumption that volvement is key, the emotional agenda T.H. : One-on-one interactions with audi-insurance is an absolute low interest becoming much more important than the ences will have a more prominent placetopic and the paradox that a customer rational one. We don’t really expect that in the marketing mix. The challenge willhas to pay for a product that he hopes our people remember each detail of the be to get the attention and sustainablenever to have to consume. That is a very business or product strategy presented buy-in from increasingly critical andchallenging starting point for customer at the event, but they incorporate the well informed employees or customers.interaction. In the mix of marketing spirit, build up trust and feel reassured. Authentic messages, relevant contentactivities, events are taking over a very We measure the impact of these and the right mix of rational and emo-crucial role. We tackle the problem from activities through engagement surveys tional formats are key success factors.two angles: by dramatizing the customer based on quantitative KPIs. High In order to make this happen, closeexperience as an accident actually hap- engagement values reflect the effective- cooperation between the industry andpens, and then Zurich activates a series ness of event communication concepts event management companies on a trueof services that solves our customers’ and translate into higher productivity of partnership basis is a must. The spirit ofproblems, restoring order to their life. our employees. this partnership must be as authentic,We also have to be as close as possible differentiating and engaged as the expe-to our customer at all times, to consult MCI: How important are customer rience we intend to create for our guestswith him how best to prevent risky situa- events in your marketing mix and do to these event platforms.tions which could result in accidents and you also measure the value of theseensure he is covered against all negative external events?consequences. We have to understand T.H. : In customer interaction we |7
  8. 8. p OUT ERFORMGuinness:250th Jubilee Celebration
  9. 9. p OUT ERFORMOn September 24th 2009, celebrations rang out across the globe to markthe 250th birthday of Guinness, one of the most well known and celebratedbeers. The date, specifically, was the anniversary of the signing of a 9,000year lease on the Arthur Guinness brewery at St. James’s Gate, Dublin.T he highlight of this once in in the context of live communication. The Challenge a lifetime celebration saw Effectively aligning suppliers enabled MCI Guinness’ parent company Diageo consumers and internation- to leverage quality purchasing power to needed an inspirational and creative ally renowned music acts, provide the best value in relation to the concept to celebrate the signing including Tom Jones, client’s budget. of the 9,000 year brewery lease in Kasabian and Razorlight, 1759 by Arthur Guinness. It had togather with local talent in Dublin. Special emphasis was placed on ensur- engage, inspire, reward and motivateAt 17:59 GMT, celebrating the initial year ing the guest experience at each location employees of Diageo with eventof business of the company, a global was the same. The Dublin event in the delivery replicated at three locationstoast commemorated the philanthropic Guinness Storehouse would necessitate in Ireland, Northern Ireland & the UK.achievements of Arthur Guinness and his rigorous planning to ensure the eventfamily, also marking the establishment of set-up would not impact the production The Solutionthe Arthur Guinness Fund. at the plant. MCI’s concept was centralized around the iconic image that is a pint ofDiageo’s key objective for the Arthur’s The three employee events strengthened Guinness and the world renownedDay Celebration was to recognize and MCI Dublin’s relationship with Diageo, Guinness brand. MCI’s ability tomotivate the company’s 2,500 employ- building a pioneering event platform that deliver the concept in 3 unique venuesees. MCI Dublin was privileged to be will become the benchmark for future seamlessly was the key to success.appointed sole partner for all planned annual celebrations. By creating the bestcelebrations. conditions for motivating the Guinness The Result teams, MCI helped ensure employee The success of the three “Arthur’sThe project challenges faced by MCI morale and productivity were boosted Day” events delivered by MCIDublin were multiple; one of the most and the spirit of Arthur’s Day continues created a huge talking point amongcritical was the conceptualization and to work its magic in providing a return on the 2,500 employees of Diageo,replication of events in three venues Diageo’s business objectives and resulting in a highly motivated teamacross Ireland, Northern Ireland and delivering business results. and exceeding client expectation.the United Kingdom. “When I first found out about the wholeThe MCI event concept was centered event and what it entailed, I needed toon the iconic image of a pint of Guinness. find an event management company thatThe brand’s distinctive black and white I was confident would understand ourcolors were used along with customized building and our business. Through ourfurniture and linens. learning and mutual co-operation we have developed an excellent working relation-During the ten month planning process, ship. I was thrilled with the outcome ofMCI concentrated on creating events the 250 celebrations. MCI delivered a firstgoing beyond the logistics of event man- class event’’.agement delivery to implement its fifteen Paul Carty,year expertise in full service production Managing Director, GUINNESS Storehouse Contact: mark.egan@mci-group.com |9
  10. 10. p OUT ERFORMSAP&Branding Engagement Strategy
  11. 11. p OUT ERFORMSAP, a major business software provider, sought to bring its Middle Eastand North African customers and partners together in a forum to raisebrand awareness and to reiterate its commitment to the region.A s one of the world’s lead- innovative technology and its The Challenge: ing providers of business commitment to the region. SAP wanted to reinforce its local software, SAP delivers presence vis-à-vis the convergence products and services that Held in the language of the host city of its strong partner network in the help accelerate business and without the need for long-distance region. The idea was to facilitate the innovation for its custom- travel, attendees explored the entire SAP nurturing of the partner and customerers. Founded in 1972, SAP has a rich ecosystem (experts, partners, analysts ecosystem that they have very care-history of innovation and growth as a true and more) through unparalleled network- fully developed over the years.industry leader. ing opportunities, thought-leadership keynotes, and focused presentations and The Solution:Today, SAP delivers business solutions demonstrations in innovative formats. MCI’s concept enabled SAP to show-for its customers in 120 countries world- case its innovative business solutions,wide - from distinct solutions addressing The SAP World Tour Forum 2009 in applicable to small, medium and largethe needs of small and medium enterpris- Dubai turned out to be an outstanding scale enterprises, in virtually everyes to suite offerings for companies with a business technology event in the Middle major industry sector, thus raising theglobal footprint. In addition to India and East and North Africa region with over level of product and brand awarenessRussia, the Middle East and North Africa 1,400 delegates in attendance for a at the same time.(MENA) region is proving to be one of the period of 3 days.best emerging markets for SAP in terms The Result:of strategic growth for the company. With audience attendance goals met The SAP World Tour Forum brought and lead generation targets surpassed, together over 1,400 delegates overBuilding on its successful global out- MCI helped SAP successfully raise the 3 days. Relationships were strength-reach initiatives in the region, SAP level of its brand awareness in the region, ened across all audiences and thedecided to organize the prestigious SAP reiterate its commitment to the region high engagement level allowed SAP toForum in Dubai as part of its World Tour and dwell in detail upon its cutting-edge provide excellent networking opportu-series of such events. Themed See Your business solutions. This prestigious event nities and generate new potentialWay Clear: Strategies for Success in the was extensively covered in the regional customers. With high client satisfac-New Reality, the event focused on media and appreciated as the benchmark tion and excellent feedback, SAP’sexploring how companies can reach the business event in this operational space. return on objectives was clearly met.goal of operational transparency. “It has been a splendid pleasure workingMCI took on the challenge and helped with you and your ‘dream team’ over theSAP conceive, plan and skillfully deploy past few months, for the premium eventa strategic regional convergence of its of SAP in the Middle East region. We gotvital regional ecosystem elements and excellent feedback from SAP Executives,set the grounds for all SAP partners and local user group board members, partnerscustomers (both existing and potential) to and customers regarding the organizationcome together to experience first-hand quality of the event.”SAP’s cutting-edge business solutions, SAP Forum 09 Contact: alexander.john@mci-group.com |11
  12. 12. OUT ERFORMpSibos:A Financial CommunitySibos, the premier event of the financial services industry, was due to takeplace amidst the worst global recession in decades. The challenge for SWIFT,the organizer of Sibos, was to ensure the conference continued to deliverunique value to its delegates despite the unprecedented economic conditions.S WIFT - the Society Convention & Exhibition Centre, Hong The Challenge: for Worldwide Kong Tourism Board and governmental The challenge to deliver seamless Interbank Financial service providers to facilitate the smooth transportation services for close to Telecommunication delivery of ground and event services. 6000 delegates as well as organize up provides solutions for over A pool of more than 500 temporary staff to 30 events in a 5 day timeframe for 8,300 banking organiza- was employed in various positions dur- various financial industry clients.tions, securities institutions and corporate ing Sibos 2009. To ensure the staff metcustomers in more than 208 countries SWIFT’s high standards, all staff were The Solution:to exchange millions of standardized put through a stringent process of inter- Working closely with the MCI team infinancial messages securely and reliably view, briefing and training. MCI also man- Vienna, MCI Hong Kong establishedevery day. aged five official Sibos social events and processes to facilitate the preparation the SWIFT board members’ spouse of the project. A transparentOnce a year, SWIFT organizes the world’s program at different locations throughout organization of key staff and theirpremier financial services event, Sibos, the week. specific areas of competence andwhich brings together the financial indus- responsibilities was established.try to create opportunities for individuals, Hong Kong was struck with a ‘Level 8’organizations and the industry community typhoon on the first day of the Sibos The Result:as a whole. Sibos creates the stimulus for conference that lasted until the afternoon SWIFT was able to demonstrate thatlearning, collaborating, developing new of the second day. By having an ‘extreme Sibos provided exceptional value tobusiness, defining future strategies and weather contingency plan’ in place, MCI its delegates. With an ever-improvingtaking collective action that can shape ensured that staff and suppliers were able level of service, MCI allowed SWIFTthe future of the industry. to continue to deliver their services for to deliver an uncompromised plat- Sibos and the delegates. form, while maintaining a positiveFollowing the remarkable organization budget balance through rigorousof the event in Vienna the previous year, A total of 5,782 delegates attended Sibos cost control. Internal as well asSWIFT appointed MCI the contract for 2009 in Hong Kong, coming from Europe external communication with thehandling the ground services and all (40%), the Americas (13%), Asia Pacific client and with partners, eventofficial events for Sibos 2009 in Hong (42%) and Middle East & Africa (5%). locations and governmental serviceKong. In response to SWIFT’s call for SWIFT published results post-conference providers over a timeframe of 7greater value during the tough economic that showed that despite the economic months expedited the implementation.conditions, MCI’s strategy focused on conditions, Sibos continued to deliver MCI was awarded the organization ofcreating solutions and delivering services exceptional value to its delegates. Sibos for a further 3 years.to bring maximum convenience to the The final financial statement for SWIFTdelegates, while minimizing the amount of was positive without jeopardizing thewaste generated. Over 30 events were quality of the project. MCI was awardedorganized during a 5 day timeframe. the organization of Sibos for a furtherThroughout the entire event, SWIFT three years including the 2010 event inand MCI maintained constant and open Amsterdam.communication with each other as wellas with partners such as the Hong Kong Contact: michael.chiay@mci-group.com
  13. 13. p OUT ERFORM Rewarding your Employees and Affiliates Twice a year, Orange organizes a program rewarding its employees and affiliates for their sales excellence across 10 countries. As Orange aims to increase sales and reach a level of excellence in customer care and support, they selected MCI to run both the communication and the award program. MCI’s knowledge in both fields of incentive and performance improvement enabled Orange to reach its goals and gave the event’s financial partner LG Electronics the desired return on investment.Building Healthcare MCI GENEVA | OrangeFoundation in AsiaPacificOne of the world’s largest pharmaceuticalcompanies leveraged its long-term relation-ship with MCI in Europe to better serve itsAsia Pacific operations. What started as justone event engagement was built further to afour event engagement across six MCIoffices. MCI organized a sales kick-offmeeting, product launches and asymposium, extending to the client the sameexperience and professional support in allcountries and offices, thereby exhibiting thecommitment to quality and bandwidth ofdelivery throughout Asia Pacific.MCI BEIJING, DELHI, BENGALURU,MUMBAI, SHANGHAI, SINGAPOREA major pharmaceutical company Strengthen Brand Awareness amongst KeyDelivering Clients andKey Messages Industryto your ProfessionalsStakeholders Accor Hotels wanted toTo mark their global merger, aleading bank appointed MCI Influencing Choices increase knowledge and transform perceptions for itsto conduct six separate clientand internal events in one day of Potential Investors properties within the Asia-Pacific region. 54 representatives from different brands of Accorin Hong Kong. MCI rotated themajority of entertainment acts Claiming a lead position towards inves- gathered at Hong Kong Novoteland activities between concur- tors in today’s crowded markets is no easy Kowloon restaurant space torent events resulting in substan- task. When a global asset management exhibit their properties to industrytial cost savings for the client company wanted to create a professionals and to entertainand consistency of delivery and dynamic event that would consolidate and key clients. MCI transformed theexperience for the guests. strengthen existing relationships among its restaurant into a modern, chic stakeholders, it called upon MCI to create and innovating showroom andMCI HONG KONG | A leading a concept and deliver the event flawlessly. brought in live entertainmentEuropean bank MCI recommended a high profile political that would inspire, captivate and figure to lead the meeting and the develop- inform Accor’s target audience. ment of a luxurious partner program for A continuous stream of guests all networking. The event ensured the client day and night was testament to was seen as an educator within their sec- the success of the event. tor and as the natural choice for investors. MCI HONG KONG | Accor Hotels MCI LONDON | A global asset management company |13
  14. 14. S UENO S AIRE B y of Tango T he Cit - lly recre ds magica io P orteño ptivating per Tango most ca framed e ates th tory of tango stored is re in the h e luxuriously Theater. r within tholdwyn Meye the most M etro G teño blends Por nd pure Tango nvironment a h great e it refined ays’ decor w ductions, gold en d ble pro unbeata paying artists, class cuisine the t is and firs to the era. It es, e ir homag n of Buenos A refl ectio g o.” y of Tan the “Cit ci-grou p.com l qu ero@m lucio.vaGLOBAL Coolhunters! IFE We have distilled the best insider information from our global offices. Get the best tips from real people, in real place, real time. SWITZERLAND A Snow Lodge like no other This exclusive location is built on ecological principles. Innovation and tradition combine harmoniously, both benefitting the environment and providing a comfortable and luxurious setting. The panoramic views, cozy fireplace and comfortable bed in the Swiss Alps offer an unforgettable experience. eric.vivier@mci-group.com
  15. 15. GLOBAL IFE l MAR SEILL Bartab E HONG KONG A pre as : stigio us ya Starring in The c o of a s mfort of a a m Mars il-boat. M otor-yac cht your own movie e o ht exam ille, this 33 ored in the , the elega ple of m sch Vieux nce luxurio re o -P We all love the Hong Kong action movies starring Bruce both a us an finement a oner is a p ort of d “hig nd co rime Lee, Chow Yun Fat and Jacky Chan. Now you can have supre bsolute sa h-tech” am mfort. The me de tisfac your own chance to debut on the silver screen with emba light f tion fo enities off r o r e Movie in Action. This is an educational studio that takes . can h k for a day r leisure. 2 business r ost 8 - a you from building your own storyline, casting your talent can b guest trip. When 5 guests c nd e acc s a and scouting a location to directing and editing the final ommo . At quay, cruising, th n up to product. Return home with your own Hong Kong experi- irena. bardin dated for ev 35 gu e ship ence on CD – a memory that will last a lifetime! et@m ents. ests ci-gro up.co michael.chiay@mci-group.com m DUBLIN Designer Dublin A truly innovative initiative, Designer Dublin, part of a wider Designer Destinations series, seeks to highlight “contemporary” Dublin and to avoid the usual tourist clichés. Combining fashion, music, theatre and design with cool boutique accommodation, Design Dublin targets the culturally-conscious with programmes that are tailored to the specific interests and business objectives of the group. rachael.addley@mci-group.comDUBAIA Celestial Staywith ArmaniA reflection of Giorgio Armani’s personal taste, spirit andpersonality, the Armani Hotel in Dubai embodies his grace andhospitality, bearing his personal signature and beliefs in thesensual, tactile and visual pleasures of life. Adding to the hotel’suniqueness is its exclusive location within Burj Khalifa, the globe’stallest building that resides at the centre of one of the planet’smost prestigious square kilometres that features world-classdestinations such as The Dubai Mall and The Dubai Fountain.vishal.dsouza@mci-group.com |15
  16. 16. s IN IGHT It’s in hot demand by those writing the checks. AndROIRise now there’s ample data and research available to help prove the value of on the your events. Taken from MPI one+ January 2010 Issue By Dalia FahmyM easuring the value of opinions from 300 senior executives of the Forbes publishing group, which events is a hot topic at U.S. companies to show that every surveyed 760 business executives. The these days—research dollar invested in business travel earned Case for Face-to-Face found that the proves ROI is increas- companies $12.50 in revenue. Face- majority of respondents (84 percent) ingly demanded by to-face meetings allow companies to prefer personal meetings to “build those who spend money convert 40 percent of prospective cus- stronger, more meaningful businesson meetings, from Fortune 500 CEOs to tomers, as opposed to just 16 percent relationships” and “lead to higher qualitydelegates who register for US$49 a day. without such a meeting. decision-making.”But rarely is the right data available at The study is particularly strong because Unlike other studies of this kind, thethe right time, and many meeting profes- it didn’t just collect opinions, but also Forbes paper also elicited answerssionals end up fudging their way through ran a statistical analysis of data across about the drawbacks of virtual meet-ROI discussions. If you haven’t collected the economic spectrum provided by ings. Among others, 38 percent said thatyears’ worth of data already, you probably governmental agencies to quantify what “technology-enabled meetings oftendon’t have the numbers to make your kind of an impact business travel had on result in disruption and delays,” and 49case now. And planners face many differ- economic productivity. percent of respondents said face-to-ent situations in which they have to prove Another convincing survey published face meetings offer less opportunity forthe value of meetings—and each situation by the Harvard Business Review and unnecessary distraction.calls for a different set of data. sponsored by British Airways, Managing And then there’s Why Face-to-FaceDon’t be discouraged. There is a growing Across Distance In Today’s Economic Business Meetings Matter, largely anset of data you can rely on, from scientific Climate: The Value of Face-to-Face academic review of existing literature onstudies published by universities to Communication, asked 2,300 HBR small group and organizational behaviorinformal surveys conducted by subscribers around the world to assess research, published by Dr. Richard Arveyprofessional associations. the value of face-to-face communica- at the University of Singapore. Instead of tion during the economic downturn. simply examining one group of respond-Outside Research The results were powerful: 79 percent ents, the study combed through yearsIf you lack the time or know-how to con- said that face-to-face meetings are the of existing psychological research. Heduct your own research, scientific studies “most effective way to meet new clients found, among other things, that studiesconducted by academic researchers offer to sell business” and another 89 percent show “media rich channels” of commu-a deep and authoritative well of data. agreed that in-person meetings “are nication, such as face-to-face meetings,In the past couple of years, a variety of essential for sealing the deal.” Perhaps are more effective when participantsgroups have published studies on meet- not surprisingly, 93 percent said such express feelings, when tasks must beings and events, some directly (by meas- meetings are particularly helpful when coordinated or when one is trying touring the impact of face-to-face meetings) negotiating with “people from a different persuade others.and others indirectly (by, say, focusing on language and cultural background.”the ROI of business travel). Another weighty study that measured Industry NumbersAn authoritative 2009 study by Oxford the impact of face-to-face meetings Industry associations have studies ofEconomics used a mix of hard data and came from Forbes Insights, a division their own. One of the biggest such
  17. 17. s IN IGHTefforts, the annual EventView survey Measuring the impact of the meetings which was planning a $16 millionpublished by the MPI Foundation, is you have organized in the past will not consumer conference. When he peggedconsidered authoritative because its re- only give you data to present when his estimate for measuring ROI atspondents consist mainly of top-ranking you’re making your case for a bigger $45,000, executives balked. But thenmarketing executives at companies with budget or for a more innovative design, they realized that $45,000 comes out to$250 million to $5 billion in revenue. Late it will also help you better analyze your less than 0.25 percent of the total bill.last year, respondents were asked to as- own work so you can continue to growsess, among other things, the ROI they and deliver consistently higher returns. “One guy spoke up and said ‘we’rederived from event-based marketing. If you do decide to measure ROI inter- going to spend that much on olives,’”The bottom-line result: A growing nally—and you should, because that’s Phillips recalled.number of top-level executives at where your competitors are headed—it’sAmerica’s largest companies believe good to get some myths out of the way. Another myth is that you must measurethat using events to market their prod- First, conducting your own studies is ROI for every event in order to haveucts is one of the most effective forms not as expensive or time-consuming as enough data to make your case. Phillipsof marketing out there. it sounds. Jack Phillips, inventor of the argues that’s simply not true. AlthoughIn fact, 26 percent of executives say Phillips ROI Methodology (which helps he recommends measuring participantevent marketing provides the highest companies across industries measure reactions at all events and participantROI—up from 22 percent in 2007. ROI), points out that once the measure- learning impact at 80 percent of events,Executives say event marketing is so ment process becomes integrated in he suggests measuring business impacteffective because it brings customers the event planning strategy, it’s almost 10 percent of the time and ROI 5 percentand companies face-to-face. And that, second nature. of the time. These samples of data arein turn, fosters relationships more effec- He points to the example of a planner at more than enough to give event ownerstively than other forms of interaction. a medium-sized company who decided a good gauge of effectiveness.The numbers concur: 53 percent of to measure ROI for the first time whilethose surveyed say event marketing is planning a $1.4 million conference for “Finally,” says Phillips, “plannersthe marketing discipline that best accel- insurance agents. The planner started should stop fearing the processerates and deepens relationships, trailed by setting concrete objectives with help itself. It’s not mathematically com-by a wide margin by public relations, at from executives, and then used those plicated, doesn’t require a lot of tech19 percent. to create a questionnaire to measure savvy and inevitably carries moreWhile these results consist mainly of whether objectives were met. benefit than costs.”opinions—which may or may not con- The total cost of setting the objectives, “Planners are always so busy andvince your boss or clients to give you collecting and analyzing the data and stressed and they see this as extraa bigger event budget—they do offer a briefing management was less than work during good times,” he said.valuable glimpse at what the competition $5,000, Phillips estimates, measured “Now they see that measuringthinks about events. largely in the cost of additional hours results is a good way to keep worked. In most cases, measuring ROI their jobs.”Remembering ROI for events takes one to three weeks.While industry research and scientific Hiring an outside company to measurestudies doubtless give meeting profes- ROI can be considerably more expen-sionals a significant advantage in prov- sive, although Phillips says the costsing the value of meetings, they can never pale in comparison to other expenses. www.mpiweb.orgreplace the real thing: conducting your He points to a conference call he once Reprinted with permission from the January 2010 issue of One+, the official monthly magazine of Meeting Professionalsown studies. had with a maker of mobile devices, International. All Rights Reserved. |17
  18. 18. v
  19. 19. value s IN IGHTWhat reallyBen GoedegebuureDirector of Sales SECC means...Value is an often overused and misinter- Value and cost saving we know the ease and access of thispreted term. When it comes to meetings, Cost saving has been on everyone’s destination is paramount. We under-value can make the difference between mind over recent months and event stand this and see it as our responsibilitydelivering a stunning occasion or just an organisers are under ever more pressure to help organisers convert delegates, beadequate one. to deliver better return on investment it through tapping into the local popula- (ROI). For me, it is in these circumstanc- tion to making sure they can access theMore recently ‘value’ has been ap- es that a partnership approach is most destination quickly and cheaply.plied readily across all industry sectors. productive; suppliers need to work withIn the service industry, value refers to organisers within the budgets available, 2010 is a big year for our industry andthe relationship between a customer’s and vice versa. This can be about taking a challenging one; the word ‘value’ willexpectations of a service’s quality and a short term hit for a long term gain, increasingly be used; this is importantthe actual price paid for it. Delivering about being more transparent, but also and correct. But for me, the more Igreat value means exceeding customer about working harder to make budgets talk about value, the more I talk aboutexpectations. go further. partnership, and because this remains of equal importance to our clients I’mWith any meeting there are opportunities Adding value through teamwork looking forward to 2010, with produc-to add value; however, value is not the Another phrase that finds itself sit- tive relationships, better meetings andsame as ‘budget’, a great value event ting comfortable alongside value and another strong business performanceis not synonymous with cutting costs. partnership is one of teamwork, both from the SECC.For me, value is about partnerships that internally and among all concerned withwork together to create something that an event. Nothing delivers value like it;money can’t buy. for an organiser it means trust and con- fidence in the people around them. As aCreating value through partnerships venue I see it as being able to promiseI’m a big fan of partnerships within busi- and deliver; knowing the limits whereness; they are one of the most effective expectations can be pushed. It’s whenways an event can be made stronger these teams are engaged that we beginbecause of the collective strength of the to really shine, making an event into ansum of its parts. They make delegates experience.feel welcome and that every detail hasbeen considered on their behalf. They Destination valuework best in the long term, where each This essence of teamwork is one veryorganisation or person is focused on close to my heart and, through our Teambuilding success year on year and at Glasgow partnership, is one as a venueevery event, be they planner, venue, AV, and city we do well. We know locationcaterer or beyond. remains key to choosing a destination, www.secc.co.uk |19
  20. 20. Carefully craft the links to develop your community just as an artist would craft a beautiful No part of this publication may be reproduced in any form without the expressed written permission of MCI. © 2010 MCI. All rights reservedobject. Choose the tools best suited to your objectives. Mobilise our international experienceacross key industry sectors. Commit totally to our clients. Champion innovation, yet remaintrue to your strategy. These are the beliefs that have today made us one of the key players withinthe field of Association, Communications and Event Management. Together, let’s build unifiedand dynamic communities around your brands, companies and institutions.Learn more about our 38 offices in 20 countries worldwideon our website www.mci-group.com www.mci-group.com

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