In just 60 seconds, listen to 5 simple and smart things you can start doing right now:

Top Mindsets for 2010

• Be the meeting “consultant” moreso than planner; move beyond tactics and small things to strategies driven by the big picture.

• Develop ideas and solutions the meeting owner doesn’t have the bandwidth to handle.

• Seek out new processes and technologies to be more productive, to make things easier for attendees, to track and assess events, to demonstrate your value to management.

• Challenge requests for meetings from management by helping determine if the meeting is necessary in the first place, and if so, what ‘live’ and/or virtual formats best serve the outcomes being sought.

• Know as much if not more than your client as it relates to rules, regulations, compliance and other areas that go beyond planning; don’t assume they know everything they need to.

Help your company succeed by enhancing your own successes.

Have a great 2010!

Ken Kirsh
866.522.3088
http://www.kirshproductions.com
kenkirsh@kirshproductions.com

Our industry’s return in 2010 will be led by consumer product and service companies beaten up by the recession that did not beat up on consumers leading into it.

Kirsh on 2010

Sectors such as financial, insurance, auto and others criticized by politicians and the media—and as perceived poorly by the public—will be slower to come back. Leading the return will be the tech sector—not only a fundamental driver of our economy but one which had less to do negatively impacting our industry and the economy in the first place.

Larger high-profile programs will continue or return for those whose products or services are unrelated or less susceptible to negative press, even if attendance is down. These include conventions, association meetings, training programs, content and thought driven events, and consumer products/services and B2B firms whose benefits are seen as having real value.

The recession impacted the budgets of companies with products and services that people value but should not affect their ability to produce reasoned and reasonable meetings and events. Unscathed in the court of public opinion, these types of groups and events will lead the charge, followed by a measured resurgence of programs focused more on motivation, reward and celebration, not just education and marketing.

Ever since Sarbanes-Oxley went into effect, companies have been afraid to project a simple PowerPoint slide without involving a team of compliance experts. It’s not just the economy and liquidity: We’re now in an age of image solvency. How well can your company avoid or recover from such problems and at what cost?

In sum, the business meeting and travel industry’s return in 2010 will be led not only by companies who have been less affected financially but by those who have suffered less bad press.

That’s how I see it. Now get back to work and do something that will increase your organization’s solvency—financially and otherwise.

Ken Kirsh
866.522.3088
http://www.kirshproductions.com
kenkirsh@kirshproductions.com

Politicians, the media and, as a result, public opinion all dumped
on the meetings industry, then simply walked on, without questioning
what they did or how it would adversely affect millions of people.

No one is accountable or responsible and that’s why the passage of time
is the main if not only source of relief. The industry itself is the only faction
willing to fix the problem but who would believe us? Do people trust financial
firms to explain why the economic crisis was not their fault? People prefer
unbiased third parties to explain such things; it’s the same reason we believe reviews over ads.

Our industry’s crisis is the grandest manifestation of misunderstanding about our business.
And you thought it was hard just explaining what you do for a living.

We must, of course, promote meetings, get the word out, as many have suggested, but recognize that there are no secrets, answers or magic bullets that will turn this around more quickly.

All this said, what is my single best recommendation? Get the word in. In other words, lobby not only those outside your organization but those inside. Not only is this approach more likely to bring about change, it’s completely under your control.

Your executives trust and believe you. Get them to understand that the cost to your company
of not doing meetings is greater than the cost of having them, and that you will personally
ensure they look right and accomplish your company’s strategic objectives, that you want
to be responsible and accountable.

This communication could take place in the form of an email or a face to face; as a brief, casual visit or a formal team presentation with supporting resources. You know best how to get your point across to the execs in your company. The main thing is to get the key people inside your organization re-focused and talking about meetings and events again.

Ken Kirsh
866.522.3088
http://www.kirshproductions.com
kenkirsh@kirshproductions.com

By Ken Kirsh, CMP
5/1/2009

In difficult times, it is essential to share information and provide reassurance to your group. Meetings and events can help deliver those tangibles; a planner’s professional partners can ensure they are delivered flawlessly and effectively — even when the budget has been cut.

Our industry has seen its share of downturns, but the elements of production that are seen as extravagant have not changed: Hiring Aerosmith to entertain, Rich ard Branson to speak and using dazzling sets might not be in order. However, good sound, lighting, and appropriate speakers or video messages enhance any event — and can be achieved at low cost.

Consider the following tips when negotiating for production services. (Note: If a company or in-house A/V department is unwilling to be flexible in these times, think twice before using them.)

PRICING STRATEGIES

There are several ways to determine what you can spend on production.

Budget-based. Begin with an estimate based on available funds or event history. When sending out requests for proposals, ask potential vendors to include as much value as possible for the amount you can spend. Be sure ask them to identify all expenses not included (travel, power, rigging, etc.) so you’re not surprised or over budget when the final bill comes in. The plus: When comparing bids, you can easily determine which vendor has included more (or better) services for your dollars.

Fee-based. Some companies charge a flat fee for services, separate from the cost of equipment, labor or subcontractors. The plus: If you’re able to pay for equipment and other subcontractors directly, you’ll save on the additional administrative fee the production company would get.

Percentage-based. With this pricing strategy, each line item is listed at cost and marked up by a percentage. The amount of the percentage can vary for equipment, labor, expenses and creative or technical services. The plus: Using a detailed matrix with built-in formulas enables you to instantly determine the effect of any change in service/cost.

If it makes sense, consider a combination of the above pricing strategies. Remember, you’re being paid not just to run programs but also to be smart and creative. Work closely with your team, including your event producer and other suppliers.

PROCUREMENT TIPS

Procurement departments understand how to arrange special deals by offering alter nate payment terms that are agreeable to vendors. Learn from their example and con sider presenting any or all of the following alternative payment structures to your production partner.

Pay early. If you’re willing to pay a portion of fees sooner than is customary, many suppliers will value the opportunity to cover their overhead and reduce their fees to some reasonable extent. First check with your procurement or finance department to determine whether this is feasible. If so, offer it as a possibility.

Offer installments. Spread payments over a period of time, offering the largest payments early on.

Pay more often. Consider offering more frequent installment payments than requested. The rationale is the same as above.

THINK LONG TERM

You want to keep your job and help your company stay afloat, and your suppliers are in the same boat. Production firms and A/V vendors want to help you through these tough times so you’ll be there for them in better times. Now more than ever, planners and suppliers need to help each other navigate through this most challenging time for our industry.

See the article here

- www.kirshproductions.com -

Have you observed the same thing we have?  We all talk about ROI.
We all want it.  It’s the holy grail. But how do we get it, measure it or prove our worth?

What are our alternatives? The simple fact is that just doing your old job the old way is no longer enough. It is time to re-invent who you are and what you do because real ROI is simple to measure:

When you truly serve your firm’s needs, your value shouts for itself.

Are your ideas so big that other departments seek you out to support your efforts?  Does upper management come to you for budget reductions or your insights?

If your program comes in under budget, is that enough?  ROI is not CYA.
While cost will always be an issue, impact is that matters most.
The value of your program must always exceed its cost.

Our industry’s crisis is an opportunity to do just that, to be leaner, meaner and smarter than ever before.

Renowned speaker and consultant Michael Weber and I have identified new pathways to personal success in light of this ongoing challenge and current economic and perception issues.

Join us at our workshop this July at MPI’s WEC in Salt Lake. We have the answers you’re looking for.  Will you be there to hear them?

Ken Kirsh, President

http://www.kirshproductions.com

kenkirsh@kirshproductions.com
908.522.3066

‘Meeting Strategies
Event Production in 2009: Less Dazzle, More Inspiration
As perception issues surrounding meetings continue to dog the industry, high-end events can be perceived as excessive. But planners still have to inspire and motivate attendees. Ken Kirsh, president, Kirsh Productions, Summit, N.J., has some ideas about where to spend and where to save.

“In this economy, your audience craves ideas, motivation, and reassurance. Do not be thousand-dollar-wise and ten-thousand-dollar-foolish,” he says. Among his ideas on how to use your event budget wisely: consider video. “It can accomplish a lot at many price points. And its cost can often be amortized when you consider online use or other purposes.”’

See the article here

- www.kirshproductions.com -

Awards programs often run long — or at least feel that way. Ever seen a television awards show that didn’t feel drawn out? It’s a constant challenge even for the pros. But these programs can be a fun and uplifting part of your meeting. Below are some ideas to help your awards programs move along at a crisp pace.

Onscreen

• Create a name and photo scroll set to music.
• Consider a hand-held reverse angle camera position to capture winners from the front and create more exciting shots.
• Consider special tribute videos for top award-winners when budget allows.

Logistics and Program Flow

• Take photographs of winners at a separate location and time from the awards program.
• Determine which winners should come to the stage and which should stand in place.
• Seat winners toward the front of the room.
• Use two lecterns, stages, and/or presenters to maintain a constant flow of winners.
• Spread recognition out over the program rather than all at once.
• Choose the time slot for awards to accommodate all attendees, including spouses and guests.
• Encourage acceptance speeches only when the award is significant.

Music and Scripting

• Use special music (play-ons) to differentiate significant awards.
• Change the music periodically for lengthy programs.
• Be sure scripting is tightly constructed, and written in a clever and interesting manner.

Miscellaneous

• Feed your host ideas backstage between segments or through an earpiece (IFB) during the program.
• Periodically reevaluate categories and the number of awards and discontinue awards that are no longer relevant.
• Try not to go more than 20 minutes at a stretch without some diversion.
• When photographing, hand out the awards — the pictures will look better and have more meaning.
• Form an awards committee for lengthy, complex, or first-time programs.
• Reevaluate the awards/trophies/plaques themselves for style and relevance.
• Ship heavy/bulky awards home to winners.
• Consider a pillow gift on awards night for all attendees — so everyone feels like a winner.

Awards Shows 101

When you feel good about your host, presenters, music, and lighting, you’re halfway home. Integrate video magnification, still photos, clever scripting and let the focus on your award winners do the rest.

What’s the most important key to a successful awards program? Rehearse, rehearse, rehearse. The show goes well only when the host and presenters know exactly what’s expected of them.

Less Is More

If your program runs too long, even after trimming, consider:

• Listing winners in a special printed piece that incorporates names, photos, and remarks,
• Running winner name-scrolls on-screen during walk-ins/outs,
• Having fewer winners come to the stage, since that’s what uses up the most time.

- www.kirshproductions.com -

Besieged by a weakened economy and a national tragedy, many planners have been left with reduced budgets. While everyone’s hopeful about 2003, here’s what you can do to keep production value up while budgets are down in 2002.

• Plan with precisionIt’s always key to make the most of the budget. The more input you give your producer in terms of priorities and available funds, the more efficiently you’ll achieve your goals. Make sure to outline specific objectives, not lofty or ambiguous concepts.
• Identify the takeawayYou might decide that you want attendees to take away a sense of commitment from a meeting. Better to identify more specific goals by exploring why that commitment matters, how they can stay focused long after the meeting ends, and so on. This makes it easier to drive and shape the agenda, and helps create value relative to production, education, loyalty, and budget.
• Determine strategy firstA common mistake is to race ahead in an effort to solidify each agenda element. But the key is to first identify the strategy or goal behind all your program elements, then figure out the best way to accomplish your goals based on your budget.
• Link goals to budgetsTo add value, consider each element of your program in the context of how much money you have and how important it is. For example, if leadership or turnaround issues are a high priority, you might hire a high-profile guest speaker; for those with the budget, such a presenter could be an excellent value, particularly if there’s a need to impress the audience. A more modest budget might suggest using an internal speaker, developing a panel, or hiring a well-qualified but lower profile and less expensive guest speaker.

Remember, it’s about linking priorities to money. Begin with an agenda that clearly outlines what each program element needs to accomplish. Then brainstorm how to execute based on the available funds.

Setting Program Goals

Construct more precise goals for better value across the board. Here are some examples of how to create more meaningful and specific goals.

1. General goal: State of the union Specific goal: How attendees fit into the big organizational picture and why they need to stay informed
2. General goal: Consistency among divisions Specific goal: How consistency of branding affects attendees, budgets, and company profitability
3. General goal: New commission structure Specific goal: How and why the new commission structure was developed and its long-term effect on attendees’ income

Going Around in Circles

Fusing goals, program elements, and costs is a continuous process. Be sure the elements you choose serve your budget and objectives. Keep going around the circle until you get just the right mix. Elements can include speakers, videos, the conference host, breakouts, and so on. When organizing program elements, focus on flow and audience receptivity.

If you want conference attendees to pay attention, change behavior, or get motivated, you’ll have to do more than serve perfectly cooked fillet and a 1990 merlot. You’ll have to serve the perfect host.

The host (i.e., the master of ceremonies or the moderator), directs the entire tone of a meeting or event. Yet in many cases, corporate executives fall short of the job. Odd as it seems, not all leaders are great on stage. Only about one-third of companies bring a host with great presence, charisma, and purpose to the show.

You probably know which top execs at your organization measure up, which need work, and which are beyond repair. You won’t be blamed for a less-than-spectacular host, but there are ways you can help improve his or her performance.

Host Coaching

The perfect host does not stand behind a lectern, read long passages of copy, or come across as rigid. Rather, he or she is prepared but appears spontaneous; is organized but flexible; and is authoritative but amiable. Speech coaching is great, but hosts don’t give speeches.

If you’re working with an internal executive, try to speak with him or her directly — or if need be, with an associate who will convey your message. Talk candidly about the need to move things along, create energy, and keep all communications focused and professional. Perfect hosts don’t need to be humorous (a common misconception), but they do need to communicate the theme and objectives of the meeting to the audience in an engaging way. Their job is to take control of the meeting and make it memorable.

Encourage your execs to practice at low-profile events. They should also spend as much time rehearsing as they would for a formal speech, whether they’re using TelePrompTer, hard copy — or best of all — memory.

Working With External Talent

Program type, raw talent, and corporate culture will determine whether or not a host from inside the company is essential. But it’s a mistake to think that an outside host or moderator undermines or distracts. A below-average internal host will diminish the program far more than an experienced outsider.

Not only will an experienced outsider know how to enhance your corporate message, but he or she will relieve your execs from telling attendees where to pick up their boxed lunches!

Advice From the Expert

Kirsh Productions sponsored Michael Weber, who has 20 years of experience hosting meetings and events, as host for the Insurance Conference Planners Association annual meeting in November. Here are some of our tips:

• Have your host avoid the word “housekeeping.” People hear it and tune out.
• Make sure your host understands his or her limited and specific role.
• Help your host to prepare for the unexpected, and to exude calm and control in emergency situations.
• Keep introductions and segues short.
• Link the theme tastefully and appropriately throughout the meeting.
• Allow your host adequate rehearsal time on site.