The buzz in the corridors at the annual meeting of the Professional Convention Management Association last month in New Orleans was all about the economy. Many of the hotel marketing and convention bureau executives I spoke with indicated genuine concern about the short- and long-term prospects for group business. Several have seen double-digit decreases in bookings and attendance numbers for corporate meetings and incentive groups. As a result, many hotel and destination marketers are confronting either the possibility or reality of seeing their own budgets reduced.

Against this tumultuous backdrop, if you ask a convention bureau or hotel marketing executive which markets are holding up strongest, the answer usually includes association meetings, particularly the meetings of state and regional associations. Relative to the other group-travel markets, the 59 million hotel room nights generated by state and regional associations have become even more important in today’s volatile environment. That’s because in times of turmoil, the meetings of state and regional associations are more heavily relied upon by members who look to their associations for information that will help them survive and prosper despite the challenging times.

Just as the importance of state and regional association meetings has grown, so too has our commitment to serving this community. We are pleased to announce two new offerings designed to increase the level of service we provide to association executives nationwide: the relaunch of AssociationNews.com and the launch of a digital version of Association News magazine.

The Web site has been given a completely new appearance that reflects the design sensibilities of our printed magazine while also providing interactive elements to enliven your Association News experience. For example, our online Site Selector makes finding in-depth information on destinations and meeting venues as easy as clicking your mouse. We’ve also created an online Resource Directory that serves as a complement to our printed directories as well as an online version of our popular People & Places department. Finally, our Web site’s new search feature makes it easier for you to locate the industry intelligence you need to be more successful.

Concurrent with the redesign of our Web site, we’ve also launched a digital edition of Association News. The digital edition allows us to expand the reach of Association News to include more association readers than are served by any other meetings publication. To subscribe, please visit AssociationNews.com.

All of these changes and enhancements reflect our continued belief in the importance of state and regional associations. While we encourage our readers to make use of the new Web site and digital edition, we also encourage convention bureaus, hotels, hotel chains and others that benefit from the meetings activity of associations to consider increasing their support of the state and regional association community. In these challenging times, investing in one of the few markets that continues to provide solid returns can be just the economic fix you’re looking for!

Tim Schneider
Schneider Publishing Company

In this week of civic renewal, we’re pleased to announce the relaunch of AssociationNews.com. The Web site has been given a completely new appearance that reflects the design sensibilities of our printed magazine while also providing interactive elements intended to enliven your Association News experience.

In addition to the redesigned Web site, we’ve also launched a digital edition of Association News. The digital edition will allow us to expand the reach of Association News to include more associations at the local, state, regional, national and international levels than are served by any other meetings publication.

 
The digital edition also allows you to save Association News to your laptop’s hard drive (handy for busy executives who enjoy reading while on the go). You can also use the page notes feature of the digital edition to add you own thoughts and bookmark material for future reference or sharing. Subscriptions to the digital edition are complimentary for qualified subscribers, so click here to subscribe to the digital edition today.

These latest changes are the result of feedback we’ve received from our readers and your comments on our redesigned Web site and the digital edition of Association News would be greatly appreciated. Let me know what you think by leaving a comment below. For information on advertising in Association News—in print or online—send me an e-mail or call us toll-free at (877) 577-3700.

Tim Schneider
Schneider Publishing Company

The current economic downturn has affected every area of the nation’s economy. With reports of cancelled corporate meetings becoming too numerous to track, it seems that the modus operandi for American businesses is to draw in their horns as they try to ride out the storm. Fortunately, we have not yet seen such a dramatic retrenchment in the association meetings market.

Indeed, in previous downturns, the association meetings market—especially the state and regional association meetings market—has remained incredibly strong in comparison with corporate meetings. That’s because in times of economic uncertainty, the value of association meetings and face-to-face interaction with peers from your profession or industry becomes even more important.

A recent article in the newsletter of the International Economic Development Council included the following suggestions for positioning your organization for success during these difficult times:

1. Given current economic circumstances, review your strategic plan for opportunities and challenges. What was relevant to your organization two to five years ago may not prepare you for today’s challenges. Do your homework, make adjustments and invest more where your efforts are going to make the biggest difference.

2. Work to solidify your organization’s value proposition. This is where a strong catalog of past successes and outcome measures prove their value. Craft a sharp message that builds on your efforts to date and provides a convincing argument for continuing them.

3. Meet with key supporters to secure your funding base. Now is the time to meet with those who provide your organization’s funding to convey the importance of maintaining—if not increasing—investment in your organization. It is important that the message you send in these meetings is one that is clear and confident. The key message should be: You can’t cut your way to prosperity!

• The time to invest is now. If you don’t stay invested, you lock in your losses and miss out on the rebound.

• Investing now is an opportunity to differentiate yourself. As others cut back on marketing and promotion, companies and organizations that stay in the game have less competition and more opportunities.

Whether your organization is an industry association, professional society or convention bureau, the applicability of these suggestions from the International Economic Development Council should help drive home the fact that associations of all kinds are, on some level, involved in economic development.

Embracing and communicating that aspect of your association during this critical period should help increase your relevance, not only among your members but also in the wider communities in which you work. For further information, please visit the International Economic Development Council’s Web site at www.iedconline.org.

On behalf of the staff of Association News, SportsTravel and the TEAMS Conference, best wishes for the holiday season and for health and prosperity in the coming year!

Tim Schneider
Schneider Publishing Company

As the economy continues to fluctuate in a way that perpetuates fear, the job of motivating staff and volunteers becomes even more complicated for association executives. Joe Takash, author of the recently released “Results Through Relationships: Building Trust, Performance and Profit Through People,” suggests that encouragement, optimism and honest communication from the chief executive are essential during trying times.

As Takash points out, it is always a prudent investment to help people perform at a higher level. Takash suggests that taking the following four steps can help tremendously:

1. Practice emotional control. Takash cautions leaders to watch out for the inner and oftentimes impersonal autopilot that kicks in when times are tough. He suggests counteracting the autopilot syndrome by connecting with others in a respectful, timely and competent manner. Takash also suggests that executives should demonstrate compassion and understanding while maintaining clinical objectivity.

2. Provide frequent updates. Takash believes many executives create unnecessary stress and resentment by not sharing what’s going on with the organization. Takash suggests that a great way to keep teams and individuals informed is to designate time on your calendar to share your knowledge. Takash says these updates should be initiated by you, the leader, and should involve honest disclosures of what you do know and what you don’t know.

3. Become an exceptional listener. Takash points out that getting people to perform in tough times requires understanding and that requires listening. His checklist for listening includes encouraging others to talk, clarifying for certainty when they speak, and eliminating distractions. According to Takash, if you listen at a deeper level, you’ll create more committed and confident performers.

4. Lead with (realistic) optimism. Leading during turbulent times, says Takash, can bring home the sobering reality of negativity, anxiety and stress. Because bad attitudes and the behaviors that go with them are contagious, Takash suggests that leaders need to paint pictures that are reflective of the truth, but they must also speak about the possibilities and opportunities that might be buried in the challenges the organization faces.

That point has certainly been driven home by the many hospitality industry professionals who are facing a decline in their corporate meetings business as a result of the problems in the financial sector. Many association executives may soon find the relative value of their meetings increasingly important not only for their members (who need the information and professional networking that associations provide even more when times are tough) but also for the hotels and convention bureaus who are looking for group business to replace that lost from the corporate sector.

To order Joe Takash’s book, “Results Through Relationships: Building Trust, Performance and Profit Through People,” visit the online bookstore at www.AssociationNews.com. For more information on Takash and the consulting services he provides, visit www.joetakash.com.

Tim Schneider
Schneider Publishing Company

Many years ago, our company introduced an Environmental Awareness Program that, ever since, has been detailed in our employee handbook. Basically, it commits our company to minimizing the amount of non-renewable resources consumed in our day-to-day operations and, whenever possible, to recycle the waste that occurs as part of the normal conduct of business.

Over the years, not only have these green practices become second nature for our staff, they’ve also produced real savings for our organization. If your organization is looking for ways to increase its green quotient, here are several simple tips courtesy of the Web site techsoup.org:

• Don’t print or photocopy e-mails, forms and other documents unless absolutely necessary. Instead, publish documents electronically, post one copy at a central bulletin board or distribute them as attachments via e-mail. Eliminate fax cover sheets by using a label on the first page of a fax. Print only as many copies as you really need. With meeting handouts, ask staff members to share.

• Use double-sided printing and copying. Many printers and photocopiers allow you to set double-sided or “duplex” printing as the default setting.

• Lay out your association’s publications with as little white space as possible. Reduce margin widths and font sizes, and use single-spacing if possible.

• Most word-processing programs include a tool to add tracked comments to pages on your computer. When preparing documents that will require multiple versions, get accustomed to exchanging “soft drafts” with your comments embedded, rather than editing hard copies by hand.

• Use the spell-check and print-preview features before printing any document.

• Use the back sides of old photocopies, printed sheets and outdated letterhead for scratch paper. Pages can be used in full sheets, or cut in half or quarters. Stack the pages in trays or have them bound into notepads and store them near printers, along with used envelopes that can be used to route internal communications.

• Keep the lights off in rooms that are used infrequently, such as conference rooms and low-traffic bathrooms, server rooms and storage rooms. Make use of natural light whenever possible.

• Utilize the power-save feature on computers and photocopiers.

• Turn off computers and other office equipment at the end of the day.

• Eliminate the use of paper, plastic and Styrofoam kitchenware. Provide staff with reusable coffee mugs and dishes.

• Post clear instructions as to what is recyclable on or near recycling and trash bins. Place these containers in highly trafficked, easy-to-access locations.

• Encourage staff members to join the recycling and reuse effort. Recognize employees who exemplify best environmental practices.

By combining environmental awareness with a measure of creativity, you can help make your association’s headquarters greener. Do you have other ways of being green?

Tim Schneider
Schneider Publishing Company

In our August issue, we reported on a new study published by ASAE & The Center for Association Leadership titled “The Decision to Volunteer: Why People Give Their Time and How You Can Engage Them.” Authored by Monica Dignam, ASAE’s vice-president of industry and market research, and Beth Gazley, Ph.D., of Indiana University, the study’s findings are based on responses from 26,305 members of 23 co-sponsoring associations.

Last month, we considered the study’s findings that association members volunteer more than most but spend most of their volunteer time working for community organizations. The study also found that members’ values drive their choices, reaffirmed the importance of making direct requests to members to volunteer and revealed that providing meaningful experiences is the best way to retain quality volunteers. This month, we present the remaining major findings of the study:

• The importance of involving the younger generations. According to the ASAE study, Gen-X and Millennial Generation association members are slightly less engaged than older association members and are likely to volunteer differently, but they actually believe more strongly in the importance of volunteering. The challenge for associations then will be in finding meaningful and substantive ways to involve these less experienced but very eager young professionals.

• The professional benefits of volunteerism. Two thirds of the survey respondents said they look for opportunities to connect volunteering to their professional work. In fact, many regard volunteering as a benefit of membership; they see the association volunteer work they have done as something that has made them better professionals. This is a powerful message that associations can use in both member—and volunteer—recruitment strategies.

• Recognizing the “ad hoc” volunteer. While the first people who might come to mind when you think about volunteers are those who fill board and committee seats, the study suggests that most volunteers are performing lower-profile services such as mentoring, membership recruitment or activities that might be even further off the radar screen for association staff. The risk is in assuming that these “ad hoc” volunteers require less attention. Instead, the study suggests finding ways to identify, support and acknowledge all volunteer contributions.

• Organizational strategies can support or discourage volunteering. The study finds that family, work and geography can all limit volunteer participation. But survey respondents also indicated that many of the reasons they did not volunteer for their professional association are within the association’s power to address. In fact, the number one reason they did not volunteer was a lack of information about the opportunities. Other addressable issues revealed in the study include poor communication and follow-through with volunteers, forgetting to thank them, lack of support or training, and unclear or ill-defined roles.

For more information or to order “The Decision To Volunteer,” visit www.asaecenter.org or call (888) 950-2723.

Tim Schneider
Schneider Publishing Company

An in-depth study of why association members volunteer their time will be released
later this month by ASAE & The Center for Association Leadership at their annual meeting in San Diego.

“The Decision to Volunteer: Why People Give Their Time and How You Can Engage Them” was written by Monica Dignam, ASAE’s vice-president of industry and market research, and Beth Gazley, Ph.D., of Indiana University. The findings, which consider both association and community volunteering, are based on responses from 26,305 members of 23 co-sponsoring associations. This month and next, we’ll present the findings of the study, which should help your group do a better job of recruiting and retaining volunteers. The study found that:

• Association members are highly engaged people. On average, the individuals who participated in the ASAE study volunteer more than the national average, and for more organizations. But they reserve most of their volunteer hours for community organizations, not for associations. In fact, the study finds that turnover among association volunteers is high. Association members are busy people so associations have to work hard to get their attention.

• Values drive volunteer choices. In studies of volunteerism, the most commonly cited reason for serving has been a desire to help others and create a better society. The new ASAE study finds that the same holds true for professional volunteering. While association members still expect career benefits from their professional volunteering, they are also interested in volunteering for reasons bigger than themselves, especially to build a stronger profession.

• The direct ask is the most powerful. The top methods by which members were recruited into volunteer activities were through participation in chapters or annual meetings, and through a request by staff or other volunteers. Passive recruitment techniques such as Web site postings were not nearly as effective. Like donors, volunteers respond most when approached directly with meaningful tasks.

• A meaningful experience keeps them coming back. Once an association recruits a new volunteer, the focus then must turn to ways to retain them as a volunteer. The new study indicates that as busy professionals, association volunteers are no different from most community volunteers in expecting a chance to work with like-minded people, network, keep skills sharp or learn a new skill, pass on their knowledge, and contribute to a cause they believe in. Above all, people who volunteer for associations expect to be involved effectively. Volunteer expectations also vary according to where association members are in their careers. One size will not fit all, and associations must design flexible volunteer activities for their members.

Next month, we’ll look at the study’s findings regarding the importance of involving younger members. “The Decision to Volunteer” will be available for purchase at the ASAE Annual Meeting, August 16–19, in San Diego. The authors of the study will also be on hand to discuss their findings. For further information, please visit www.asaecenter.org or call (888) 950-2723.

Tim Schneider
Schneider Publishing Company

In the dark days following the September 11, 2001, terrorist attacks on New York City and Washington, D.C., when traveler anxiety hit previously unknown levels, there developed among tourism marketers a new emphasis on targeting what was then called the “drive” market. During a time when formerly fearless flyers were concerned that—at best—airport delays could add hours to their trip or—at worst—there might be another attack on the nation’s air passenger system, a new sort of traveler’s calculus evolved: Would it be quicker to make a trip of 500 miles or less by simply driving to the destination rather than allowing the extra two to three hours for airport security that the airlines and the FAA recommended?

Today, with the unpleasantness of air travel at what’s perceived to be an all-time high, many of the post-9/11 circumstances seem to be upon us once again. Now, though, with gasoline prices also setting historical highs, it is no longer advisable to refer to something called the “drive” market. Instead, the term of the moment in the travel and tourism industry is the “in-state” market, the idea that people are less likely to travel by air and would prefer vacationing closer to home, giving us this past summer’s buzziest buzz word in travel, the “staycation.” For harried destination marketing professionals, anxious to keep the hotel rooms in their cities occupied, giving some thought as to whether this trend is one that will pass quickly or not is certainly worthwhile. Here are some things to consider:

• A recent poll commissioned by the Travel Industry Association indicated that 41 million airline trips were avoided during the past year by passengers not because the fares were too high, but because air travel has become too inconvenient. Most observers agree that the airlines’ current proclivity toward nickel and diming passengers with nuisance fees to compensate for higher jet fuel prices is unlikely to make passengers more inclined to fly to their destinations.

• At the annual meeting of Destination Marketing Association International in late July, several sessions touched on the necessity of destinations to work with local attractions not typically considered tourist attractions—such as farmers’ markets, central business districts and seasonal and cultural festivals—in a way that will prompt locals to spend what would normally be their travel budgets in their own hometowns. Interestingly, the most recent TIA/Ypartnership Travel Horizons survey indicated that among travelers expecting to take vacations in or near their hometowns, 22 percent planned to stay in a hotel, motel or resort.

While no one is predicting the immediate demise of long-haul domestic or international air travel, it does make sense for destination marketing professionals to consider recalibrating their marketing efforts with these new realities in mind. As always, the best advice is to maintain an approach that balances a destination’s marketing efforts between the most sought-after visitors and the visitors that the destination is most likely to attract.

For the majority of cities that can only dream of hosting a once-in-a-lifetime Super Bowl or the Olympic Games, there are countless youth and amateur sporting events that generate millions of hotel room nights year in and year out. Setting a course that is mindful of the healthy volume of business available in a destination’s own backyard is the natural hedge against the larger phenomena that seem to be developing and over which the typical destination marketing executive has very little control.

Changes in the travel-marketing landscape will be high on the list of topics discussed at this year’s TEAMS Conference & Expo. TEAMS is the leading marketplace for destinations wishing to connect with the organizers who generate 47 million annual hotel room nights around the sports events and sports-related meetings and conventions they plan. For more information on TEAMS 2008, October 21–25, in Pittsburgh, see the ad on pages 34–35, visit TEAMSconference.com or call toll-free (877) 577-3700.

When the Destination Marketing Association International convenes for its annual meeting in Las Vegas this coming week, much of the event’s programming will center on DMAI’s recently released “Futures Study.” The eight “super trends” identified by the study will affect more than just the destination marketing industry in the coming years. They are:

1) The ongoing quest for relevance.
2) The importance of smart and friendly Web sites.
3) The need to dodge figurative asteroids.
4) Using our electronic culture for promotion.
5) The increasingly competitive nature of the battle for attention.
6) Understanding the ever-proliferating preferences of consumers.
7) The movement toward going green and adopting sustainable models.
8) Dealing with the mixed signals being sent by the government.

More information on these trends are contained in the current issues of Association News and SportsTravel magazines as well as a special publication we’ve produced in conjunction with DMAI titled “Why DMOs Matter.” Click here to request your complimentary copy.

Tim Schneider
Schneider Publishing Company

As the flood waters recede in the Central U.S., our thoughts turn to all of our friends in the areas most affected by the late-spring flooding and tornadoes. The American Red Cross has been sheltering and feeding many of the victims of the flood and is coordinating volunteers to aid in the cleanup and recovery. We encourage you to give what you can to support their efforts.

Tim Schneider
Schneider Publishing Company