Travels in Khiri country

Tag Archives: hotel

Soon after Flavie Thevenet first visited Cambodia from her native France more than 20 years ago, she walked past a family eating lunch outside their home on the outskirts of the capital, Phnom Penh. It was obvious that they were desperately poor, yet the family insisted she share their food, and she accepted.

Flavie, pictured below, reflects on that small act of generosity often. She’s experienced such unconstrained hospitality many times over the years – more than a decade in total – that she’s lived in the southeast Asian nation and in her current role as country manager for the tour operator Khiri Travel.

Though still poor and relatively underdeveloped, Cambodia has moved on and is recovering well from its nightmarish past, says Flavie, who loves the country. “People here want to move forward,” she says enthusiastically over coffee at a Siem Reap café. “So many have started from absolutely nothing, having been through terrible times in their history, and they’re making real progress, as you can see in the standards of many businesses and hotels.”

Flavie is passionate, too, about responsible tourism, which means that Khiri Travel, which is active in supporting local communities (tagline: people, planet, profit) is proving to be an excellent fit for her.

Typical of the company’s embrace of sustainability is its pledge this year to donate to youth development 2.5% of its revenue from new educational travel group bookings visiting southeast Asia. It also supports Khiri Reach, a charity to help disadvantaged people through community development, conservation and other projects.

Established in 1993, Khiri is headquartered in Bangkok and specialises in tailored inbound tours to Cambodia, Laos, Myanmar, Thailand, Vietnam, Sri Lanka and the Maldives with staff support in each: 14 in the capital Phnom Penh and four in the smaller city of Siem Reap, which is close to the Twelfth-Century Angkor Wat temple complex, below, the largest religious monument in the world.

One of its key offers is incentive experiences – at a wide variety of price points – ranging from community-based tourism and city escapes to country “immersions” throughout Indochina.

Each incentive trip that Khiri people organise is customised, and many are innovative, Flavie says. They can range from a trip on a private jet to a wedding in a preferred hotel, dinner on a private island, afternoon tea in a royal palace and a private caving expedition in the karst mountains of Vietnam.

A great attraction for organisers on strict budgets is that Cambodia is, in the parlance of some experts and enthusiasts, fantastically cheap. As the 1.5 million tourists who visited it last year know, this is reflected in hotel prices. According to the most recent hotels.com index that compares room rates internationally, Cambodia topped the list of cheapest hotel destinations for Aussie travellers in 2014, at an average nightly rate of AUD73, followed by Vietnam at AUD91 and Thailand at AUD113.

“The potential for incentives is wonderful here because as a MICE destination it’s really affordable as well as being authentic,” adds Flavie. “It’s not commercialised, it’s exotic and has great history; what’s more you can feel comfortable in Cambodia, it’s safe and easy to find your way around.”

Day on the lake

To experience a Khiri Cambodia adventure first-hand, I accompany Flavie and her colleague Bunseun You, Khiri’s branch manager based in the provincial capital of Siem Reap, on a day trip to “Komphong Khleang” in August. It’s one of several fishing villages set along the shoreline of Tonle Sap Lake, a freshwater system in the 13,000 square kilometre Cambodian floodplain about an hour’s drive from Siem Reap. It’s a hot, sunny day as we set off in a diesel-powered wooden boat to explore the vast lake, whose tea-coloured waters teem with fish.

As we chug along a narrow canal leading to the main body of the lake, we spy fishermen, their heads bobbing in the water, arranging circular nets at regular intervals. As we watch, one small group hauls a glittering catch of several hundred into a canoe.

“They get a lot here; the lake is very productive,” says Bunseun. “It’s one of the richest ecosystems in Asia.”

Soon we pass a floating community, which consists almost entirely of fishing vessels and home-made houseboats kept afloat by oil drums lashed together, moored close to each other. People in these floating villages are mostly Vietnamese, Flavie says. They’ve been living like this for centuries, since they migrated to Cambodia, and their livelihood depends mostly on their proximity to fish – fresh, smoked or salted – which they also sell at markets.

These villagers seem to do everything on or in the water. Next to one floating home, its deck lined with colourful flowerpots, young kids are diving and swimming. Then we pass by what appears to be a community hall afloat.

In another houseboat, whose sides are open to catch a cooling breeze, a family is gathered round a table having a meal, and a man is asleep in a hammock. Almost all the vessels have antennas, and most people we pass smile and wave, even though tourists must be a common sight here.

“It’s typical,” says Flavie. “Cambodians are so enthusiastic about sharing their food and customs and hosting visitors. It’s contagious.”

Stilt village

This is demonstrated further after we end our lake cruise and arrive at another small village. At this one, which is land-based, Flavie and Bunseun lead me to the foot of an extraordinary timber dwelling, perched on ten-metre-tall stilts. This is a necessity in the wet season when water levels can rise dramatically. Scores of these spindly homes flank a dusty street, resembling a bizarre lakeside forest.

The lady of the stilt house greets us shyly, her eyes curious, as we clamber up a steep flight of steps to the first level. Bunseon introduces her to us as Bun Kimheang, his mother-in-law. Bun, pictured in her home, left, bustles about, serving us a simple but delicious Khmer lunch of braised pork, rice and fresh local vegetables, which include yellow pumpkin-like portions, as well as ice-cold Angkor lager.

In the wet season the water can lap at the floorboards of these houses, says Bunseon, pictured below, and in such times travel is limited to wooden canoes and makeshift craft in which children paddle to and from school. People on some Khiri tours can actually stay overnight here, Bunseon explains. He shows me a curtained-off section of the next floor up, where mattresses line the floor. It’s minimalist and spotlessly clean.

Flavie, Bunseun and their colleagues pride themselves on being able to introduce visitors to experiences like these, and on their local knowledge. “We know the best restaurants, hotels, and transport companies by heart in Siem Reap and Phnom Penh, and many of our team possess exceptional training,” she says.

“We choose our clients and agents carefully, because our priorities are to meet customers’ expectations while always protecting the destination; we love being in Asia for the right reasons, not only for profit or because it represents a cheaper option.”

Other Cambodia tour options from Khiri include “Cambodian Island Paradise,” “Exotic Capital, Local Delights,” where visitors can sample Khmer food on a walking tour through the heart of Phnom Penh, and “Banteay Chhmar Tented Camp”.

The latter involves overnight stays at Khiri’s luxury tented camp surrounded by massive temple ruins in the northwest of the country, a three-and-a-half-hour drive from Siem Reap. This one-night, two-day trip starts from USD422 per person. See the video and get more information here:

https://youtu.be/N6DPSi0xhXg.

Many visitors to Siem Reap aiming to see Angkor Wat also take a drive, an hour by tuktuk or 45 minutes by cab, to the landmine museum. This is a facility started by Aki Ra, a former Khmer Rouge soldier who cleared landmines with a stick and at one stage lived in a house full of ordnance. Today the museum cares for poor children who live on the site.

How much?

Khiri packages for hotels, tour guides, transport and lunch start from around USD60 per person per day, says Flavie. Five-star hotels in Cambodia, like Hyatt, Raffles and so on start from USD150 a night in the low season from about March to October, and good four-star hotels, like the Somadevi, whose pool and gardens are pictured below, in Siem Reap, cost around USD40.

Operators’ advice

Flavie Thevenet: “I recommend that travellers to Cambodia do not limit their exploration to Siem Reap and its temples. Angkor Wat and the majesty of the Khmer Empire are mesmerising, a must-see, but many other historical and scenic places are equally appealing on a smaller scale and without the distraction of huge crowds. By spending time in the countryside, travellers have more opportunity to interact with local people. Hearing their stories is equal parts charming and inspiring.”

With all-in costs of $200 to $300 per person per day, demand for dedicated conference space on P&O’s two latest ships, to begin operating in Australasian waters from late 2015, is already booming, say the company’s marketing spokespeople.

For instance 20 bookings and one charter are confirmed for 2016 for Pacific Aria and Pacific Eden, which start their down-under itineraries in November this year, says the company’s Corporate Groups Sales Manager Peta Torkington (below).

“We’re seeing great figures though our MICE team was only established fairly recently,” says Peta. “It means at some point we’ll run out of availability and we’ll be pushing people through to 2017 and beyond.”

That’s a vindication for P&O’s decision to target the events sector as a potential new growth segment, based on shorter cruises, with the theme of “leave earth for your next conference”.

The decision is supported, too, by the company’s efforts to make onboard experiences more appealing and contemporary for leisure and events guests alike, says Peta. This is reflected in the food on offer in, for example, a new dining concept known as The Pantry (pictured at the end of the story), a move away from the traditional cruise practice of carrying a loaded tray round a buffet.

Food market afloat

Designed as a kind of food market afloat, it’s a discrete eating area onboard with eight serving outlets providing fare ranging from Indian and Malaysian to a carvery and fish and chips. Pacific Jewel recently became the first of the line’s ships to offer this, following a multi-million-dollar refit.

Other program additions include a revamped entertainment line-up, “Gatsby” evenings, and team-building activities like P&OEdge, an adventure program at sea that lets you climb, swing, jump and race your way through the ship, as these intrepid climbers, below, are doing.

“It’s not all bingo and buffets,” says Peta. “It’s modernising what the cruise experience is about. The new entertainment and food options dovetail with our MICE offering because delegates can be involved with the same theme night events and, for larger groups, private themed functions. We can tailor experiences for any group, from gala dinners to welcome drinks and team-building.”

Such flexibility helps belie the “Butlin’s Holiday Camp” perception some people may have about cruising, she adds. Pacific Eden and Pacific Aria – beautiful former Holland America ships – carry a maximum of 1,500 passengers so they’re almost boutique-like.

“Meetings on ships have been happening with our whole fleet of course, but the options have been for flexible conferencing, because the venues had to be shared with other passengers. I think having a dedicated true conferencing space with a theatre and break-out areas that delegates can use all day is the key reason we’re now of particular interest to events planners.”

How does this work in practice? The conference area is located on one deck and in one area of each ship, positioned so there’s no need for other passengers to enter it. Each vessel can cater for groups of up to 200 delegates this way.

Meantime feedback from clients who’ve already sailed is uniformly bullish, with many, like Cheryl Slender, executive assistant to the CEO of Aerocare Flight Support, saying it’s the best conference they’ve had and they’ll do it again. “We’ve been to many hot and cold locations but the P&O cruise was the most successful,” says Cheryl.

Kim Badawi, marketing coordinator at The Pops Group, says much the same thing. “The feedback from our 180 conference attendees has been exceptional,” says Kim.

Luxury at $200 to $300 per day

The most popular P&O cruises for MICE travellers are the short-break three- to four-nighters, which represent outstanding value compared with conferencing at a hotel, says Peta. “It costs between $200 and $300 per person per day for a three-to four-night conference cruise, and that’s all-inclusive: three meals a day, the conference venue including AV, absolutely everything.”

For a virtual tour of Pacific Aria and Pacific Eden, watch this video: https://www.youtube.com/watch?v=j2x6IcjQGqw

More info:

www.pocruises.com.au

mice@pocruises.com.au

Hotel operators and events organisers who don’t actively encourage tourists from mainland China could miss out on the opportunity of the century, especially in the luxury and “super-luxury” end of the market.

That’s evident from this year’s Chinese International Travel Monitor, recently released by online booking giant Hotels.com.

One of the revelations in the 2015 edition, the fourth, of the annual report into China outbound tourism is the growing financial muscle of the top 10% of spenders.

On average they shell out RMB 13,800 (AUD 2,817) a day, more than four times the spend of the average Chinese outbound traveller. But the top 5% spend even more: an astonishing RMB 20,896 (AUD 4,265) a day – indicating the emergence of a “super-luxury” class of traveller.

“Hotels.com’s latest report is a reminder for countries like Australia to pull out all stops to accommodate Chinese travellers and tailor their services for this market, as the potential is huge,” says Katherine Cole, Regional Director, Australia, New Zealand & Singapore for Hotels.com.

Katherine does not exaggerate. According to a Bank of America Merrill Lynch forecast, outbound Chinese travellers could number 174 million in four years’ time, spending about US$264 billion annually. That compares with around 107 million travellers in 2014. The forecast revenue is roughly equivalent to the GDP of a developed country like Singapore. “Clearly, the Chinese dragon is still building steam,” says Abhiram Chowdhry, Vice President and Managing Director APAC for the Hotels.com brand.

Australia came out on top, for the second year in a row, as the most desired destination for Chinese travellers to visit in the next 12 months. Sydney, Melbourne and Brisbane were named among the world’s top 10 cities they intend to visit.

Millennials’ growing influence

The report reveals the growing influence of Gen Y travellers, tech-savvy “millennials” aged 18 to 35. Fifty-nine per cent of hoteliers surveyed say they’ve experienced an increase in Chinese guestsaged 35 or under in the past year and they expect this trend to continue.

Meantime the use of mobile phones for planning and booking travel has skyrocketed. In the past 12 months, 80% of Chinese travellers used an online device including mobiles, desktops and laptops to plan and book, compared with only 53% last year.

The top three countries they actually visited last year were the US, Thailand and Hong Kong. The top 10% of spenders paid an average of 2,723 RMB (AUD556) per night on hotels alone.

Top 10 countries Chinese travellers say they would like to visit in the next 12 months

Rank	Country
1	Australia
2	Japan
3	France
4	Hong Kong
5	South Korea
6	US
7	Maldives
8	Germany
9	Thailand
10	Taiwan

To read the full report, visit www.CITM2015.com.

In a world in which clients expect more and more, events industry professionals must stay connected to gain the insights they need to feed a winning strategy, says the General Manager of Business Events Australia. In this interview with the Siteseer, Penny Lion discusses the challenges and opportunities involved in selling Australia, the rise of China and the need, now more than ever, for meaningful communication.

Siteseer: How do you differentiate your marketing strategies from the rest of the world’s?

Penny Lion: It’s what brings us to work every day! We’re always trying to do something different. In this day and age the tourism business is so competitive, and within the business events sector it’s even more so because it’s high-yield and everybody wants their share. It’s also quite a fast-paced industry.

So if you bring out a brand-ad campaign or embark on a particular trade or marketing strategy, it’s not long before it gets noticed and followed. How do you manage that? For Tourism Australia the focus is always on what will make a difference for the customer, about thinking and knowing what it’s like to be an events planner, or a corporate or association congress decision maker. You’ve got to keep your ear to the ground and stay connected, and always deliver to their needs.

SS: Do you do that better than the opposition?

PL: I believe so, though we can always do better. Tourism Australia is widely seen as punching above its weight, and that applies to Australia in general. Our competitors at big trade shows come up to us and say they watch what we’re doing and think we do it extremely well, which is a great compliment.

Our work isn’t rocket science; we apply good old-fashioned business sense to what we do and in positioning Australia. Also, Australia is unique, though that word is often over-used. It has an incredible array of attractions.

Much of our job is to convert latent demand, because we pitch in at number one or two on everyone’s bucket list. From a corporate incentive point of view, coming to a long-haul destination is perceived to be problematic, and [there are factors like] lack of annual leave or other perceptions that make people wonder whether coming to Australia is the right thing.

SS: So how do you overcome the perception Australia is a long-haul destination, and an expensive one?

PL: When you think about barriers to entry, time difference and cost are the things people obviously look at when they’ve got budgets and time frames to manage. But the key is always proving the business case, and we know Australia delivers and adds tremendous value. When events visitors get on the aircraft they may realise it’s not as onerous a journey as they’d first imagined. And once they’re here the experience is great. No one ever leaves Australia saying it was so far away. They go home saying it was the most memorable experience they’ve had.

That’s what we’re trying to deliver on, the emotional connect we’re looking for. We can’t change where we are.

SS: Do you think Australia unfailingly delivers a great experience?

PL: I do, across the board. It’s stating the obvious perhaps, but it’s a multi-destination country. People might come as first-time visitors to an event in Sydney, and connect with the Whitsundays. The next time they might go to Perth and Darwin. There are so many experiences, and they can have variety, time and again.

People are incredibly important in this equation, and Australians generally are down to earth, and we don’t over-promise and under-deliver. When business tourists get here they find we’re also people who don’t say no very often. We make it happen. Decision makers and competitors in the business events industry around the world see that, and it’s a big tick.

SS: You don’t believe there’s a perception that its infrastructure and hotels sometimes don’t match what Asia has to offer, for example?

PL: I think what’s happening across China, in particular, is incredible. The size of their infrastructure – how can anybody really compete with that? But in Australia there’s been strong investment over the past few years. Hotels have been popping up, and they’re differentiated. They’re not all five-star. Some are quite unusual in the boutique experiences they offer. In Brisbane, for example, some of the new hotels are quirky, with beautiful artworks from local artists. It’s a different experience.

Beyond that every capital city has been building new infrastructure as part of our Tourism 2020 strategy, ensuring that, with the industry, we’re introducing additional dollar investment, more hotels and more air capacity. That’s been happening across the board. The convention centres, too, have been undergoing big improvements.

SS: Well nearly every major Asian city has or is building a congress centre. How challenging is it for Australia to lure business to our own?

PL: It’s not just every Asian city, it’s every city in the world. It’s seen as a high-yield sector. In Nigeria recently an incredible convention centre opened. Just about everybody now has one, and new infrastructure is constantly being created. Where I believe Australia does incredibly well is in the fact that we have outstanding convention facilities that are mostly within walking distance of city centres. Think about Brisbane, Sydney, Melbourne; the facilities are in the heart of the city.

One of my colleagues in America recently had to commute between a hotel in a city and its closest convention centre, and it took two hours each way. We don’t have that problem. Also, the food and beverage offering we have in our convention centres is outstanding, as are the AV and other services. You don’t get the same holistic services in many others around the world.

SS: Are you happy with the new Sydney convention centre that’s taking shape?

PL: Absolutely. It has attractions like open-air-events spaces, and again from a proximity-to-the-city aspect, it provides so many options.

SS: How can industry assist Tourism Australia in creating more awareness of the key selling points of our destination?

PL: Our job as a national tourism organisation is to promote Australia overseas, to increase consideration of the destination. But in the business-events space, decision makers need a lot more detail than those, for example, who might just be planning a holiday. The latter tend to do much of their own research. Decision makers and events planners are time-poor, so they need to be inspired and informed on a regular basis about what they can do in Australia.

Our job is to try to make it as easy as possible for them to do that. We assist by providing a lot of information on our website, digital comms and more.

What we need industry to do is feed us information. We’re always asking for what we call new news. If there’s a hotel that has a new rooftop space or brilliant new F&B menu, an event agency that’s come up with a new theme, or a production agency that has new AV technology that can be on-sold, or there’s a new city walking tour, we need to know.

We’re encouraging industry to send such news to us regularly. It can be just news bites, a few sentences; it doesn’t always need to be well-crafted PR releases. Then we can pick up the phone and talk to people, and if it’s appropriate, push out to the international market. It’s a free PR service really!

SS: Is it hard to get that kind of communication happening?

PL: Yes, industry is busy. The tourism game is infamous for working hard. It’s not front of mind for them to consider new ideas for Tourism Australia. However some are very good about contacting us, and we have a member of our team who’s out and about and meets with industry and reminds them about what we’re looking for. And our newsletters remind people to stay in touch. It’s our job to make sure Australian industry know what we’re doing and how we can help them and their businesses if they are ready to market themselves internationally.

So that’s a takeout: contact us with information! Email me direct at plion@tourism.australia.com and my colleagues and I can follow up.

SS: Have you witnessed any significant change in business since the Australian dollar was closer in value to the US$?

PL: Our lead time for events is quite long, but if people want to come here, and they did this even when our dollar was stronger, they make it happen. If they had ten thousand dollars to spend, they’d come to Australia with that amount. They mightn’t have done all they wanted, but they still came. Now their ten thousand dollars goes further.

It’s not within our control though. There’s nothing we can do about [fluctuating currency]. We’ve just got to sell the emotional side of the experience.

SS: Is Tourism Australia focusing more on China as a prime source of business for the short and long term?

PL: It’s not the only focus but it is a key one. We’re working towards our target of delivering more than $115 billion in international tourism expenditure by the year 2020, and China will contribute $13 billion of that. When you think about all the countries whose people travel here, it’s a major chunk. You have the rise of the middle class in China, we’re the closest Western destination, and there’s hardly a time difference. Yet it’s our landscape, fresh air and blue skies they love most.

Bear in mind though that it’s not just Australia that’s looking to China. Every other destination now has offices there. We have a great team of experts who work in that market, and good research on the customer to inform our activity.

SS: That clean and green aspect, how important is it?

PL: If you travel to Shanghai or Beijing, what can look to be a foggy day is often smog. We had a group from China in Sydney recently and hosted them for lunch at a venue with a city aspect. They couldn’t believe it was winter; it was a balmy nineteen degrees, the sun was shining and they couldn’t get over how clear the air was. They loved it.

I should add that the maturity of Chinese business events travellers today is remarkable. I remember sitting down some years ago with a group when they first came to Australia. They didn’t have much English and didn’t really understand our country. Fast forward and they’re all speaking English, and they “get” us. The connection seems to have happened fast, and it represents a fabulous opportunity.

SS: Do Chinese business events visitors increasingly have expectations about services tailored to their needs, like menus in their own language?

PL: This is something Australian businesses should be thinking about. It’s going to be a key market, and therefore a key consideration is providing information in language. Visitors want to turn on the TV in their hotel room and get Mandarin or Cantonese programs, or simply have a Chinese option on the breakfast buffet. Having said that, I don’t think the Chinese expect quite as much as they used to. They seem to be more accepting of Western ideas, accepting that in Australia you’re not going to get much of a true Chinese experience. That’s why they travel.

Language is key to culture, however, and while Tourism Australia works in so many markets, we knew we needed a dedicated website written in Mandarin and hosted within China to ensure an excellent user experience. This is key to communicating effectively with the Chinese market; we’ve even factored in how they digest and navigate web pages.

SS: What other significant changes are happening in the industry in your view?

PL: I speak to a lot of people on a regular basis, and they’re telling me how different the landscape is. It used to be that a convention bureau might put together a simple proposal about what hotel product might be available and what the centre space might be. Now, clients expect more, much more. We have to factor in, for example, what priority sectors are important, or how associations overseas can align with experts in science or health.

There’s more emphasis today on connecting people. We have strong pillars for Australia in our people, products and places. That’s so important for industry, to make sure it isn’t just about offering logistics. Increasingly, research shows that, from an events perspective, business people want to connect and understand more about Australia.

That means when they come here they don’t want to be stuck in conference rooms all the time, they want to go out and experience the country and its people. Our industry has to get better at putting together programs that do that. The point is, how do they go a step above and differentiate themselves from New Zealand, Singapore, Fiji and elsewhere?

Moreover part our job [in relation to] industry is to be able to say, if you’re unsure, particularly if you’re delving into the international marketplace, get in contact, because we have insights into what works and what doesn’t, and how you can nuance messaging for international markets.

Even if they’re doing a test-and-learn into a market they’re thinking about working in, we can provide platforms for industry to attend as participants, such as our showcases, or events like the IMEX trade shows. That’s really important too.

PENNY INSIGHTS

As General Manager of Business Events Australia, a division of Tourism Australia, Penny Lion is responsible for raising awareness of her country as a business events destination and helping persuade decision makers to visit it. In her previous role she was General Manager for UK/Europe at corporate events management agency CI Events. She has been in her current position at Tourism Australia – a government authority tasked with the promotion of the country as an international tourism destination – since 2010.

Tighter budgets and rising costs mean the business events sector is working harder to win work. Marissa Fernandez, managing director of widely respected company Destination Marketing Services (DMS), offers this salutary advice to incentive and events planners.

1. Is it good value – and different? When selecting a destination, consider: does it offer good value for money and quality service, and is there a strong point of difference when you compare it to where the previous conference or incentive event was held?

2. Have they ever done anything like this before? Seek to create an experience that’s superior to what people in the group would have experienced in their own travels. It should obviously serve to encourage and motivate participants to continue working hard so they can enjoy similar rewards again.

3. Don’t sacrifice quality for cost. In the current, increasingly competitive market, many incentive agents are having to tender for business against their competition. With this type of bidding process, a key criterion is the cost of the program. Incentive agents are often judged on bottom-line figures, so we’re seeing more and more programs designed to be as cost-effective as possible, and competition on all levels is becoming more fierce. This is a positive change in many ways, because it keeps businesses sharper and makes them work harder to turn out the best possible program to win business.But it does create challenges when designing the best incentive experience – putting pressure on the MICE agent to cut budgets to the bone while retaining the incentive elements that make a program distinctive.

4. Plan ahead. Pre-planning is key to ensuring you always get the best deal. Timing plays a huge part in pricing. This is one area in which a destination management company (DMC) can play an essential role, thanks to their buying power. Well-established DMCs supply business to venues and hotels around the globe so they’re able to negotiate very competitive pricing via bulk buying.

5. Consider Asia, South Africa and Europe. Look to countries that offer the best value for money for meetings and events. Asia, with its proximity and great service levels, will always be well suited to MICE clients from Australia. And with the Australian dollar strong against the rand, South Africa is now more affordable than ever. Though the Aussie dollar has declined against the US greenback, it remains quite stable against the euro and this is still helping to push business towards Europe.

6. Embrace the ‘unknown’. Organisers and their delegates should remember that while past experiences certainly count, the world is forever evolving so it pays to keep an open mind and explore the unknown. Destinations such as South Korea, Croatia and the Philippines have developed into dynamic destinations for conference and incentive travel. These are often not considered, because of unfamiliarity or experiences from 20 years ago. Good companies will maintain quality while offering value, and have the vision to source and propose new destinations and ideas. They’ll not only adapt to changes in the global marketplace, they’ll respond with innovative offerings.

7. Follow the new airline routes. Airline access and routing are affecting trends in the marketplace and opening up new opportunities. For example the collaboration between Emirates and Qantas has strengthened travel to Europe with stopovers in the Middle East. New direct air services to Sri Lanka start in November and major hotel chains are investing heavily in this destination. This has already sparked a rise in interest in this new incentive location.

MARISSA INSIGHTS

Marissa Fernandez joined Destination Marketing Services in 2005 and became owner of the company on 1 October 2013, taking over from founder and industry veteran Leila Bishara (formerly Fiedler). As managing director, Marissa prioritises high standards of customer service and ethical practice in her team. Her background spans more than 20 years in tourism and hospitality, and she has worked for multinational organisations in Australia and overseas.

Email: marissa@destinationmarketing.com.au

Web: www.destinationmarketing.com.au

As I step into the lobby of the Sanur Paradise Plaza Hotel in Bali (pictured above), the sound of traffic becomes muted and I find myself in a tranquil oasis, offering sudden respite from the island’s humidity. Smiling staff bustle about the airy space, which abuts a green-lawned courtyard.

A turtle dove is cooing somewhere and a female crooner is singing moodily over the PA system as Stuart Bolwell steps up to greet me, hand extended in welcome. The 47-year-old expatriate New Zealander has been with this hotel for 11 years, and GM for the past three years, and the focus and continuity he’s brought to the role helps explain why ratings for this property continue to head north.

Two-and-a-half years ago, the user-generated website TripAdvisor ranked the Sanur Paradise Plaza Hotel thirty-fifth in Bali’s busy coastal strip of Sanur on the southeast of the island. Now it’s sixteenth, says Stuart, and the good results are reflected in guests’ comments. Its sister property nearby, the Sanur Paradise Plaza Suites, is now ranked the second-best family accommodation in the country.

The largest four-star hotel in Bali focusing on meetings and events, the Sanur Paradise Plaza Hotel is half an hour’s drive from Denpasar airport and the busy tourist precinct of Kuta, and a few minutes away from good shopping and its own beach enclave.

One of nine properties strategically located throughout Indonesia and managed by Prime Plaza Hotels and Resorts, the hotel is set next to a verdant nine-hole golf course. It is quintessentially Balinese: everywhere, from the gardens surrounding the 110-metre-long pool to the private courtyards adjoining many of the 329 rooms, foliage sprouts in lush profusion.

Stuart Bolwell, pictured below, is a high-energy manager, as I can attest as I try to keep up with him on a brisk walking tour of the hotel and its 18 meetings and functions spaces, which include a ballroom, the ‘Griya Agung’. When all venues are full, the resort can accommodate 2,000 MICE guests, he says.

People expect more

“People’s expectations are much higher now,” says Stuart. “Those heading off for events or leisure are educated in travelling, and in what they want and expect. That’s why you’ve got to make sure you invest more in resources and energy to maintain standards and service these days. I keep reminding my teams of this.”

The strategy is working, as the hotel has a growing reputation for providing value for money and robust occupancies, he says. This dovetails with Stuart’s philosophy ‘to under-promise and over-deliver’.

“We don’t gouge in our pricing structure, so you’re never charged more than what you’d expect,” he says.

From USD85 per night

The rate for guest rooms, most of which have just been renovated, is USD85 per night for two people, including breakfast and wifi. Conference day rates are equally good value: USD35 per delegate, including lunch and two coffee breaks as well as the latest in AV and other necessary gear. A point-of-contact person is assigned to each event to take care of every request.

Roughly half of the resort’s events business is domestic, and the rest is mostly from Australia and Europe, says Stuart. “Our distinct advantage over competitors is that we’ve been here a long time and do what we do very well. Our staff are incredibly dedicated and we have long-established relationships with local companies and third-party contractors who supply us with their services.”

Recent events hosted here include those of international teachers’ and doctors’ groups and an Indian telco. For a recent Lions club conference, the hotel welcomed delegates from 33 countries. It lasted a week and many guests either arrived beforehand or extended their stay apres-meetings to explore the island, going on day tours to the central upland town of Ubud and to the ancient Tanah Lot temple, located on the coast, which has been part of Balinese mythology for centuries.

The ballroom, which can cater for 1,100 theatre style or 750 in banquet arrangements, is a spacious pillarless 950 square metres in area, together with its pre-function area. It has dedicated vehicle access and a 122 square-metre permanent stage.

The Siteseer was not a guest of the Sanur Paradise Plaza Hotel.

For more information, email stuart@sanur.pphotels.com or visit www.sanurparadise.com.

Asia’s a better deal than ever. It’s the only region in the world where the prices of hotel rooms dropped for Australian travellers in 2014. Admittedly, some of the falls can likely be attributed to the weakening of the Aussie dollar, which has hit a six-year low, but the results will doubtless be of interest to most organisers seeking to run an event offshore – and not just Australians.

The latest hotels.com index, which compares Asian prices, shows that they were in fact only slightly higher than they were 10 years ago, and fell for a second consecutive year.

In Vietnam, Thailand and Sri Lanka prices paid for hotel accommodation in cities like Hanoi, Phnom Penh, Chiang Mai, Ho Chi Minh and Bangkok all fell – some quite substantially – in 2014. These ranked among the best-value cities in the world for hotel stays. The only exceptions to the slump were China, Hong Kong and Japan, where prices rose modestly last year.

Conversely, says Regional Director for hotels.com, Katherine Cole, hotel rooms in Rio, Honolulu, San Francisco, London, Dublin, Berlin, Madrid, Milan and Paris were all subject to double-digit price rises. Prices rose by 15% in New Zealand, 12% in Fiji and 11% in New Caledonia. The city where Australian travellers paid the most for a hotel room in 2014 was New York, where the average price was $317.

In Australia prices increased on average by only 1% in the past year. They rose slightly in Sydney (1%), Brisbane (2%) and Melbourne (1%). They fell in Darwin (-4%) and Perth (-3%).

Best-value hotel destinations for Australian travellers in 2014:

Destination	Average price paid in 2014 (AUD)
Cambodia	$73
Vietnam	$91
Thailand	$113
Poland	$116
Egypt	$117

Countries where hotel prices fell the most for Australians:

Destination	Average price paid in 2014 (AUD)
Oman	-18%
Russia	-7%
Sri Lanka	-5%
Croatia	-5%
Taiwan	-4%

Top five international destinations where Australian travellers paid the most for hotels in 2014:

Destination	Average price paid in 2014 (AUD)	% change on 2013
New York	$317	7%
Rio de Janeiro	$299	14%
Cancun/Riviera Maya	$282	19%
Honolulu	$281	10%
Boston	$272	10%

Top five international destinations with the highest growth in hotel prices for Australian travellers in 2014:

Destination	Average price paid in 2014 (AUD)	% change on 2013
Morocco	$169	41%
Mauritius	$277	25%
Greece	$196	18%
Qatar	$197	17%
New Zealand	$162	15%

Change in Australian hotel prices for domestic travellers in 2014:

Destination	Average price paid in 2014(AUD)	% change on 2013
Hobart	$176	6%
Adelaide	$153	6%
Canberra	$185	4%
Brisbane	$172	2%
Sydney	$200	1%
Melbourne	$177	1%
Perth	$184	-3%
Darwin	$200	-4%

It’s a tough, competitive but rewarding business, says Ian Stuart, a 35-year Australian industry veteran. And when you get knocked back, there’s only one thing to do. Try again.

Siteseer: What are the main business-events trends this year?

Ian Stuart: Keeping programs engaging. Coming up with something fresh and interactive that works for attendees and the objectives of the host. It will involve tinkering with formats, using more interactivity, more open space to engage people and departing further from the traditional, didactic plenary classroom format.

It’ll be about recognising that attention spans are short and that you can learn a lot more if you’re taken out of your comfort zone a bit. That way, ultimately, you absorb much more content than might otherwise have been the case.

Another trend will be the drive to attract younger attendees – people who want to engage in different ways. I’m thinking more of the association market when I say this, but these are people who don’t necessarily share the same set of values as the older generation about the need to associate, and who may prefer to get their content in different ways, perhaps pre- or post-event.

The industry must communicate with them that there’s value in coming to events, that we’re changing; come along, experiment, explore and give us a go! It’s facing a cynical younger generation with short attention spans. They believe they can get all the information they need off the Internet and social media, and don’t believe they need to be lectured to. That’s a challenge.

SS: What are events organisers’ top priorities and what are they most interested in?

IS: A major one is obviously to maximise revenue. Another is to stay abreast of new technology and apps, legislation and software. If you’re an in-house meeting manager, you’ll want to prioritise costs and meet your budget and, importantly, keep content fresh. So it’s all about grappling with money, technology and content.

And as a host or organiser you do have a responsibility to ensure that your community is safe. That’s a plus for Australia. Walk through central Sydney and you don’t need to worry too much about being mugged. That’s not the case in many other cities around the world.

SS: What are Australia’s main strengths?

IS: We have qualified independent meeting planners and experienced in-house meeting people, and we do it in a fiscally responsible manner, delivering a high-quality experience. We have conference organisers and professional bodies like Meetings and Events Australia and the Professional Conference Organisers Association, with high standards. We have a range of accommodation from six-star to backpacker. For events coming into capital cities with many thousands of attendees, you can put them up, particularly if they’re paying for themselves, in accommodation to suit all pockets.

Our infrastructure is good, though it must be said that sometimes the attitudes of the people who work in those places could be sharpened. Some of it has to do with the fact that in Asia where they also have good buildings and infrastructure, they can afford more staff. There’s a correlation there.

The touring possibilities in Australia are special. You can say that about Europe or Asia too, but often it’s the opportunity to come to a conference in Australia that’s the springboard. Right now the dollar’s dropping, which is an appealing factor to inbound groups considering Australia.

Our proximity to Asia is important. If you’re an international association seeking to build membership in China or another Asian country and you run your event in Australia, it means you stand a better chance of pulling delegates from those areas – which you can’t say about Europe or the US.

We have a successful track record in this country of hosting prestigious events outside the business world, like the G20, the Olympics and APEC. Every time you have one of those it’s splashed all over the world and it’s great publicity.

SS: What can be done about the service difficulties you mentioned?

IS: It’s incumbent on the properties’ GMs to understand what service needs to be provided and really drill it down to all levels. GMs strive to do that, obviously, but sometimes economic pressures force them to overwork people and compromise.

SS: What kind of additional support for the industry in Australia would you like to see?

IS: A few months ago [Minister for Trade] Andrew Robb said the government would, at federal level, provide more support to the sector. It came about because the Association of Australian Convention Bureaux was lobbying federal departments to point out that the events they host in Australia are significant drivers of business, impacting the economy and the knowledge economy. To win these events is challenging and competitive, and whenever and wherever they happen, they’re good for the country. So instead of relying only on our state systems to support these gigs, we suggested Canberra should be lending more support. Andrew Robb agreed.

SS: Hasn’t the industry been pushing this line for years?

IS: Yes but it needed to get its act together and systematically tabulate the impact, which has started to happen. Many millions of dollars are at stake. If Australia fails to win a big bid, it’s the same as a $50 million export order going off to another country.

So the government has indicated it will get more actively involved. At state level, others are getting to grips with aligning their state’s investment priorities with meetings that support them. For example, if you’re strong in advanced manufacturing or mining technology, you’ll sniff out more business-event opportunities that align with those goals. It’ll give you a stronger case when you pitch and try to get the government involved. We do this in New South Wales quite well.

SS: There’s still endless talk in the business about CSR. What are the opportunities here, do you think?

IS: Business events have a responsibility to conduct their events in ways that minimise their footprint. But the way delegates engage with local communities is equally important and has the potential to leave a lasting legacy. It could be as simple as raising money to support a local need, like buying wheelchairs or supplying sports equipment and teaching local kids the basics of AFL, with executives actually visiting and helping the kids to learn.

It doesn’t cost much, but neither the recipients nor the participants ever forget it. By actively getting involved we all learn and remember more.

SS: Are you seeing more of that?

IS: Yes. At the 2014 international Rotary convention in Sydney, for instance, delegates raised $120,000 for their End Polio Now campaign. Three hundred and forty people gathered on Sydney harbour bridge and with 278 flags broke the world record for the biggest number of flags flying on a bridge at one time. A silly thing but it hit the media. The delegates paid to do the bridge climb, and the bridge climb company also gave a percentage of the fees to the cause. Bill and Melinda Gates Foundation matched the money raised. It was fun, with a nice CSR spin-off, and the money raised was used to buy polio vaccine for 240,000 children.

SS: What in your view are the other vital issues facing the events and meetings industry?

IS: Gaining recognition for the role meetings and events play in building knowledge, the morale of delegates, and international cooperation. Meetings can be used strategically for example to bring both sides together in the event of a merger, to explain what’s happening, break down barriers.

Other issues include, internationally, the impact of health scares like ebola, SARS, avian flu and so on, and threats of terrorism – think of the mammoth cost of security at G20 – as well as air travel after the AirAsia and Malaysian Airlines disasters.

SS: What will the most successful operators be doing differently in future?

IS: Getting to grips with what their members, audiences, delegates and event owners really want and finding effective ways to communicate with them.

SS: Australian venues are often perceived to be expensive. How do they counter that?

IS: If you’re running a big international convention using one of the convention centres, the rental cost is obviously a significant part of the budget. But increasingly there’s evidence that the city fathers in some places or landlords or operators of venues are willing to forgo the rental, or some of it, in exchange for the economic impact the event will have on the city.

It’s one way to make the Australian proposition more competitive and palatable. As you know accommodation is seasonal. Right now you’d be struggling to get a five-star room in some capital cities; at other times of the year it’s different. But we have initiatives to fill those gaps. Think of the festivals put on by cities to help fill accommodation. Room prices don’t go down if you’re hosting a cricket world cup or arts festival.

SS: If I’m an events organiser and want to find out where city fathers are offering support, where should I seek help?

IS: Contact the convention visitors’ bureau in that city. Every serious city has an agency whose job is to promote its business-events capabilities and credentials as they have the key relationships with the city fathers. You go to them and say you have an inbound group of a certain composition with hundreds, or thousands, of people. It’s economically important, and therefore you strongly recommend they look at the support that can be given. If you can’t put up a good case, save it for another time.

But it’s important to remember price is only a barrier at the initial, decision-making stage, provided you get good value and quality. When you buy expensive leather shoes and they fit like a glove, you tend to forget you paid 400 bucks for them. I’m not saying we’re in the 400-dollar leather-shoe category in Australia, but we do give memorable experiences, professional event management, good variety and a generally hospitable outlook. We hear it all the time. When we’re at trade shows internationally, people say: “I’ve always wanted to go to Australia, tell me more”.

SS: What lessons have you learned in your long and illustrious career?!

IS: Never give up. If you’re representing a convention bureau, don’t give up if you get knocked back, try again. If you’ve got a product you want to sell to an event organiser, keep chipping away. In the association world if you get knocked back by an association executive, remember his or her tenure may be fragile and short-lived! Sometimes your corporate memory outlasts their time in the role, or you know stuff about history that current incumbents don’t. You’ve gained by simply being around.

For me the actual delivery of a business event has a lot to do with theatre. It calls on the same resources as a theatre production. You need to come up with a story, script, cast of actors, set, director, venue, marketing and to weigh up the financial risk. There’s enormous satisfaction when you get it all right and you get the curtain call at the end. It’s often called business theatre for that reason.

That’s part of the deal from my point of view, having been closely involved in so many events and seen it all coming together like a well-cast show. It’s not just creative in an artistic or theatrical sense, it’s creative in a financial way, doing more with less or looking for new sources of income around the product. Exposing the opportunity to people who’ve never been to Australia before. Realising that if I take my people off to a luxury resort I’m creating an uncluttered mini marketplace where I might be able to get some of my expenses defrayed by my key suppliers. Or a supplier might like to shout us dinner . . . but tread carefully if you are in pharmaceuticals or medical devices!

None of this is easy. It’s very competitive, particularly the right to be the host venue destination or country. Competition around the world realises it of course and is sharpening its act. You have to fend off attacks all over the place. Event-management companies come up with keen and creative responses to briefs and the pitches burn up a colossal amount of man hours. It’s frustrating when you don’t make the cut.

You love what you do though?

I’ve been in the business events industry in one form or another for 35 years and I still get a buzz out of it, whether it’s trying to come up with the creative pitch to win the business, or seeing an event unfold successfully, and the smiles of the attendees and the host body afterwards. Especially when they say, “bloody good, you really shone.”

IAN INSIGHTS

Born in England, Ian Stuart came to Australia in 1974. He has more than 35 years’ experience in the management and production of major conferences, exhibitions and special events, giving him special insights into the demands of the industry as well as the challenges of winning bids and bringing events to a successful conclusion.

Since 2006 he’s consulted with Business Events Sydney promoting the city and New South Wales as an international meeting and conference destination.

Previously Ian was Joint Managing Director/owner of ICMS Australasia where he oversaw business development and provided hands-on management for high-profile conferences, some with turnovers exceeding $8 million. In 2012 he received the prestigious Outstanding Contribution Award from Meetings Events Australia acknowledging his many years of honorary service to the industry and in May 2014 he chaired the business program for the MEA national conference held in Kuala Lumpur.

Crystal Liu, communications manager at the Mandarin Oriental in Macau, is a bit like the hotel, and the former Portuguese colony, itself: energetic, welcoming and engaging.

“Macau is a beautiful experience,” says Crystal, whose enthusiasm for the city and hotel is matched by that of her colleagues. “It’s older than Hong Kong, and really easy to get around. It’s also foreigner-friendly; I know because I was born and raised in Taiwan and love it here.”

The smallness of Macau, one of two “special administrative areas” of the People’s Republic of China, is an asset, she says. The exotic city is just 29.5 kilometres in area, so you can easily see the main attractions in two or three days – and that helps events organisers focus on the activities they’d like business visitors to embrace while they’re there, and absorb everything the place has to offer.

With 213 rooms and suites, the four-year-old, five-star Mandarin Oriental is also tiny by the standards of the city, some of whose massive casino hotels have 3,000 to 4,000 rooms. (Five of the world’s 10 largest casino resorts are here). Classy, luxurious and understated, it’s more like a hostelry you’d expect to find in Europe. “If you have thousands of rooms it’s difficult to provide personal service,” says Crystal. “We differentiate ourselves by being small, and handling smaller MICE groups of up to 200, so we can provide personal service which makes guests’ experience more pleasant.”

This includes the best attentions of a team of smiling, obliging staff, in-room check-ins, treatments at a spa that’s won a “Grand Jury” award in one of China’s top spa recognition programs, and meals at a splendid French restaurant (Vida Rica). The latter is a place of shimmering glass and elegant furnishings and design that’s rated as the number-one eatery in Macau on TripAdvisor, and recently won a top service award from the Macau Government Tourist Office.

At lunch at the Vida Rica one day, I tantalised my tongue with one of French chef Dominique Bugnand’s signature dishes – onion soup (below) – and fresh rolls baked on site, along with lobster-, caviar- and truffle-filled dim sims. It was sensationally good. His signature dishes include “spider crab wrapped in lobster jelly, avocado and mango sauce with Sturia caviar” (above) and “carrot mashed with orange dust and grilled shallot banana”.

An epicurean sensation

The breakfast buffets, also served here, are an epicurean sensation, an eclectic fusion of East and West, with fabulous fresh fruit – all imported – and omelettes to order jostling with noodles prepared at a buffet, sticky rice, fresh sole fillets, dim sim, salads, delicate sausage tarts, quiches, and much else.

Guests can choose to sit in the main dining area or in one of the four semi-private rooms, useful for gatherings of up to 16. For those requiring yet more intimacy, the chef’s table provides a fully private option.

As you’d expect from a marque like the Mandarin Oriental’s, the food is just one highlight of a stay at the property, set in a narrow, black glass structure at the end of a point of reclaimed land, and linked to a swish shopping mall and MGM casino. My sprawling room is serene, spacious and comfortable with cream wallpaper and blonde wood panelling. I have my own coffee machine, the bedding is of goosedown and there’s a twice-daily housekeeping service. The window gives a panoramic view of a slice of the continental coastline and South China Sea, where ships of all sizes chug to and fro.

From the hotel it’s a ten-minute walk to the centre of town, with a swag of World Heritage Sites like the A-Ma Temple, a Taoist shrine built in 1488, the Dom Pedro V, one of the first Western-style theatres in China, and St Augustine’s Church, built in 1591. Macau became a Portuguese colony in 1557 and was eventually handed back to China in 1999. But the Portuguese influence remains widely evident – in the multilingual signage and street names (like “Avenida da Ponte da Amizade”), and smatterings of the language you hear being spoken by passers-by.

Macau International Airport and the China border are 10 minutes away by car, and the Hong Kong-Macau ferry terminal is a five-minute drive. You can directly access Hong Kong airport by ferry in 45 minutes and central Hong Kong in an hour. Cost: about AUD25.

Gambling hiatus

“Macau is the only place in the world where you get a mix of Portuguese and Chinese style,” says Crystal Liu, pictured above. “Around 70% of our visitors are from mainland China. We also get visitors from Australia, a key target market, the US, Europe and Taiwan, which is one hour and twenty minutes’ flying time away.”

Many visitors obviously come to Macau to gamble. Interestingly, the gambling sector’s winning run came to an abrupt halt recently when growth in its annual, USD44 billion earnings fell as a result of the Chinese government’s drive to cut corruption and over-the-top spending by public-sector employees. But this hiatus is widely expected to last a year at most.

In many ways Macau is a “weekend city”, says Crystal, with a huge influx of visitors coming across the border from the mainland and from Hong Kong on Fridays. A road link to Hong Kong in a year or two will make access easier still.

That’s why, she adds, if your schedule allows it’s better to organise conferences and events at the Mandarin Oriental during the week: you get a better rate. There’s also less traffic and the attractions like the temples and churches have fewer visitors.

“The number of hotels here is growing all the time, and with more new properties coming on stream and more competition, it can only be good for visitors.”

When to go

In addition to considering weekdays to get the best deals, some events planners may want to avoid September, when people crowd into the city for fireworks displays, and November when the Formula 1 grand prix is happening and rates are higher. But at any time there’s plenty to do, from bungy jumping to museum visits. “The cultural scene is very enjoyable, but it’s more than that,” says Crystal. “It’s a unique place; there’s nothing else quite like it.”

As the only non-gaming five-star hotel on the Macau Peninsula, the Mandarin Oriental Macau promotes itself as a useful venue for quiet, focused meetings and conferences. It has four dedicated event spaces including a 320-square-metre ballroom which can be separated into two smaller function rooms. These have large sea-view windows and a spacious pre-function area.

From HKD 2,288 (AUD 370) year-round, based on availability

The hotel’s website advertises “the best and most flexible rates” along with complimentary transfers for guests booking a suite, and a variety of other special deals. The “Ultimate Spa Escape Package,” for example, starts from around USD570 and includes a night’s accommodation in a guestroom or suite, buffet breakfast for two, a two-hour signature treatment for two at the spa and more. Another “Macau Cultural Discovery Package” deal offers tours of the city.

To find out more email momac-reservations@mohg.com.

The Siteseer was a guest of Mandarin Oriental Macau.

Industry planners seeking to organise engaging MICE events that come in under budget will have new options from November 2015. That’s when P&O Cruises Australia adds two ships with dedicated conference space to its existing fleet.

Events afloat, especially incentives, have been around as an option for decades now. But interest in meetings on cruise ships has surged in recent months since P&O began work on a new offer – with the theme of “leave earth for your next conference”.

It’s based on a key factor that appeals to events organisers, explains Rebecca Mutanen (below, left), Senior Sales Manager for P&O Cruises Australia: shorter cruises. Over 40% of the company’s business now consists of two- to four-night itineraries.

And it expects growth to accelerate when its new ships arrive, because the former Holland America vessels now re-named Pacific Aria (whose atrium is pictured, below) and Pacific Eden (immediately below) have dedicated conference facilities capable of handling up to 200.

P&O Cruises has catered for meetings of hundreds of people already on its existing ships by being flexible with the use of space on board and breaking up sessions to run sequentially, Rebecca says. “However we’ve knocked back a lot of business because of that, with organisers saying they actually need at least two full days of conference. With the new ships we’ll have formal conference space as well as plenty of room for break-outs so we can really knock their socks off.”

Staterooms, venue hire, main meals, entertainment and so on are all included in the price, she says. Other than beverages there’s no added cost, or any daily delegate charges on top.

Changing perceptions

P&O’s own research indicates that many organisers still don’t understand the conferences-afloat concept – or they think it’s hugely expensive – which is why its now focusing on combating the perception a conference on a ship is frivolous, or “not serious enough,” as Rebecca puts it.

One company that needed little convincing is an equipment manufacturer that took 350 delegates along with 150 partners and kids for a conference on Pacific Dawn in June. On this seven-night voyage to the Pacific Islands, the organisers arranged a product launch on board, and it also served as an incentive trip for suppliers. For such events, or for any group of more than 150, a head-office staffer from P&O sails with delegates to troubleshoot.

P&O has hosted technology, finance and pharmaceutical companies as well as associations in this way. Some organisations have tougher internal regulations for getting such events across the line than others, Rebecca observes, but as awareness grows, more and more are in favour.

Three- and four-nighters

From November most of the three-nighters on the two new ships will be from Sydney and Brisbane. They’re round trips, so the vessel itself is the destination, though some offer a port call. That includes a cruise from Melbourne which goes to Burnie in Tasmania and sailings from Brisbane to Moreton Island.

Some four-night cruises from Sydney also head for Moreton Island, with a full day at the resort township of Tangalooma where there are plenty of opportunities for team building, like sand tobogganing rides and dolphin-feeding. Other four-night options from Sydney include calls at the Mornington Peninsula, the Hunter and Sunshine Coast.

Whatever floats your boat

For the rest of the time, après-conference guests have the whole ship to enjoy, Rebecca says. “Go in the bars, or do any of over 60 activities a day; you can catch a show or just hang out with colleagues on deck. There’s a lot of added benefit in networking from having your delegates all in one spot, and the event planners don’t have to organise anything.”

In many cases where delegates want their partners to accompany them, organisers will choose a cruise that includes a weekend.

Pacific Aria and Pacific Eden will be in dry dock and undergoing refurbishment before arriving in Australia. P&O’s three existing ships, Pacific Pearl, Pacific Jewel (whose main theatre is pictured, left) and Pacific Dawn – which has just been refurbished – will continue to operate in Australian waters.

Less than $300 per day

P&O has done a breakdown of conference costs on board for a three-night conference/incentive cruise compared with a city four-star hotel. Given that, inter alia, function space is complimentary and there are no additional transport or logistical costs, the ballpark cost per delegate per day is $290 compared with $347 for the hotel.

“That’s being quite generous [to the hotel],” says Rebecca Mutanen. “You have all your main meals including a gala dinner for which we section off a part of the restaurant, venue space, state-of-the-art AV, technicians on hand and so on. There’s no better time in the MICE market to be offering such an experience that allows planners to come in under budget.”

Email:

Rebecca.Mutanen@pocruises.com.au

mice@pocruises.com.au

Watch the video below for more exciting images: