Con Olimpia Ponno Christian Savelli Federico Toja

1. Con Olimpia Ponno Christian SavelliFederico Toja Meetings moves US forward Incontro con il mercato americano: analisi, tendenze, prospettive per la destinazione Emilia Romagna Bologna, 21 novembre – Starhotel Excelsior

2. Sempre quando mi reco in un luogo che non ho mai visitato prima spero che sia il più diverso possibile dai posti che già conosco. Ritengo che per un viaggiatore sia naturale cercare la varietà e che sia soprattutto il fattore umano a esaltare ai suoi occhi le differenze. Se gli uomini e i loro modi fossero ovunque gli stessi, non avrebbe neppure senso spostarsi da un luogo all’altro. (Paul Bowles) …If people and their manner of living were alike everywhere, there would not be much point in moving from one place to another...”Paul Bowles

3. Introduzione al mercato americano e suoi trend a cura di MPI Le destinazioni più richieste in Europa e relativi segmenti di mercato I processi di acquisto e di risposta: strategie integrate SMM/RFP Il posizionamento dell’offerta Italia: testimonianze e contributi SWOT Analysis: focus su Italia e Regione Emilia Romagna La negoziazione efficace: demo culture active tool La competizione territoriale: Economic Impact Study e ritorno sull’investimento Suggerimenti per migliorare la percezione del brand Emilia Romagna Q&A Argomenti

4. ABOUT MPI Vision To be the first choice for professional career development and a prominent voice for the global meeting and event community Mission To provide MPI members, chapters and the global meeting and event community with innovative and relevant education, networking opportunities and business exchanges, and to act as a prominent voice for the promotion and growth of the industry

5. MPI’ Global Chapters MPI’s global footprint 13 Chapters in Europe 2 Chapters in Asia 8 Chapters in Canada 45 Chapters in USA 2 Chapters in Latin America 70 Chapters Globally

6. Planners in more than 50 Countries

7. USD $23 BILLION BUYING POWER Based on 92.9% of the MPI planner community completed profiles as of Sept 2012

9. Introduzione al mercato americano e suoi trend Europe and Italian Market ProfileDestinazioni più richieste, processi d’acquisto from US perspective

14. How is business

15. Business is getting better

16. Meeting Type Activity

17. Attendance is also increasing Attendance has been growing at a faster pace than budgets thus creating a challenging environment for Meeting Planners

18. Rising Costs Impact

19. Doing More With Less!

20. Strategic Meetings Management

21. Key SMM Drivers* 81.7% Savings/cost avoidance 59.8% Communication across the organization 56.2% Visibility/transparency 55.6% Improve value of meetings management 54.9% Increase productivity 48.3% Need to simplify processes 48.1% Enhance participant experience 42.2% Demonstrate ROI for meetings spend 39.0% Risk management 37.8% Demonstrate ROO for meetings spend 35.1% Leadership buy-in 32.4% Competitive advantage 30.3% Demand for data *MPI Research 2013

22. What is Your Organization Doing*? We use standard operating procedures (SOPs) We use preferred supplier agreements We use electronic requests for proposals (RFPs) We align meeting objectives with our organization’s objectives We use centralized procurement We use third-party or agency sourcing *MPI Research 2013

23. A More Disciplined Approach To Meetings

24. The rise of eRFP

25. eRFP Coverage Top Destinations Europe Italy has good exposure mostly versus France, a key competitor, but volume is markedly below the volume in the U.K and significantly lower than Germany regarding meeting space

26. eRFP Coverage Top 20 Destinations Italy Two of Top 20 Destinations represented on eRFP inventory tool aligned with Emilia Romagna Bologna room profile very close to Turin’s profile

27. WORLD ECONOMIC FORUM2013 Travel & Tourism Competitiveness Index - Rank Score (out of 140) 1 Switzerland 2 Germany 3 Austria 4 Spain 5 United Kingdom 6 United States 7 France 8 Canada 9 Sweden 10 Singapore 11 Australia 12 New Zealand 13 Netherlands 14 Japan 15 Hong Kong SAR 16 Iceland 17 Finland 18 Belgium 19 Ireland 20 Portugal 21 Denmark 22 Norway 23 Luxembourg 24 Malta 25 Korea 26 Italy 27

28. 1 London 2Bangkok 3Paris 4Singapore 5 Dubai 6New York 7Istanbul 8Kuala Lumpur 9Hong Kong 10Seoul 11Barcelona 12Amsterdam 13Milan 14Rome 15Taipei 16Shanghai 17Vienna 18Riyadh 19Tokyo 20Lima MasterCard’s Top 20 Global Destination Cities in 2014 annual report produced by the credit card issuer that estimates travel flows (leisure and business) and their spending impact on 132 cities worldwide

29. The international association meetings ICCA 2013International Congress and Convention Association meetings per year 2013 n° 11,685 2012 n° 12,224 Top 10 city ranking 1. Paris 2. Madrid 3. Vienna* 4. Barcelona 5. Berlin 6. Singapore 7. London 8. Istanbul 9. Lisbon 10. Seoul • Top 10 country ranking • US • Germany • Spain • France • UK • Italy • Japan • China • Brazil • Netherlands In 2013 Vienna generated an economic value of 832 million euros Italy in 6° position with 447 meetings (453 in 2012)

30. SWOT Analysis MICE Italia

31. SWOT Analysis MICE Emilia Romagna

32. Placeholder Interview/Contribution Si ringraziano:

33. The benefit to be Culture ActiveCommunicate across culture: meeting and event organisers should be versed in the basics and in many situations carry out detailed research on the cultures they are targeting, because meeting attendees and conference delegates can easily be alienated by the simplest mistake in etiquette.

34. Seminar “The importance to be CultureActive in managing events: introduction to MPI Global Best Innovative Tool and practical demo to better understand clients' needs, communicate with other cultures and languages, minimize errors, elevate the performance, improve the business, measure the customers' satisfaction” • Objectives and strategic advantages for the participants • Prepare organizations for global expansion and EXPO 2015 • Work out a strategy and conduct business negotiations on international level • Increase effectiveness in managing and being managed across cultures • Minimize unpleasant surprises (culture shock) and expensive errors (risk management) • Increase the span of influence of meeting professionals to engage senior management and clients on the nuances and cultural expectations in international business • Understand the value of cultural knowledge to perform successfully in the MICE industry • Guarantee professional international standards to lead, grow and compete effectively

35. Two parallel and converging pathways Tourism Meetings & events

36. Definition of Tourism by UNWTO United Nations World Tourism Organization <Tourism is a social, cultural and economic phenomenon which entails the movement of people to countries or places outside their usual environment for personal or business/professional purposes. These people are called visitors. Tourism is different from travel. In order for tourism to happen, there must be a displacement>

37. Definition of MEETINGS by UNWTO, Reed Travel, Exhibitions, ICCA, MPI <A gathering of 10 or more participants for a minimum of four hours in a contracted venue to confer or carry out a particular activity. The key purposes of meetings are to motivate participants, conduct business, share ideas, and learn and hold discussions on professional, scientific, or business matters. Frequency can be on an ad-hoc basis or according to a set pattern, as for instanceannualgeneral meetings, committee meetings, etc>

38. The social legacies and outcomes of business events beyond tourism: tangible and intangible benefits • Dissemination of new knowledge, ideas, skills, techniques, technologies, materials, practices, products, services • Social interaction and networking of delegates to develop collaborations and business opportunities • Identification of emerging leaders and solutions • Development of intercultural understandings, contacts and friendships • Opportunity to create a collaborative environment/learning and share best practices • New investments • New insights into research programs • Motivation of workforce and opportunities for career advancement • Involvement of the local government • Reputation growth of the destination, the local community and industries to put on the “map”

39. La competizione territoriale: Economic Impact Study e ROIEIS: Why do we matter?Measuring the economic impact of meetings and events at national level

40. EIS Studies Conducted

41. EIS Impact Success Stories • Canada: EIS projects from 2006 and 2008 helped industry in achieving national recognition => Lead to more complex regional level EIS released in 2014 • CEIS key part of National Meetings Day in April 2014 • U.S.A: EIS key factor on supporting “Meetings Mean Business” effort to educate Congress/Government on the value of meetings in a challenging environment.

42. UK EIS Impact Value of Press Coverage as of April 2014

43. Link Meetings Mean Business: http://www.meetingsmeanbusiness.com/index.php#about EIS exposureU.S and Canada

44. Why a Simplified Approach? • Current EIS are complex, expensive and require significant funding making it difficult to support for mid-size countries • Some of the detail contains in current EIS are not always needed to support initial meetings industry recognition efforts • Focus on key impactful national metrics • Simplified approach could help create interest and lead to full approach once value of findings are demonstrated

45. Feasibility Study • A pre-research feasibility study follows due-diligence identifying barriers ahead of time and calculating total costs for undertaking an economic impact study in a country   • A recommendation is then made to confirm the most appropriate approach, timeline and a total project cost

46. 1.   The study would produce data at national level only 2.   The study would exclude two stakeholder groups –DMOs and Exhibitors 3.   The destination government would need to have an Input-Output table* 4.   The study would use Tourism Satellite Accounts (TSA)* as part of secondary research if available but would not construct an extended Meetings TSA (MTSA) 5.   The study would follow a standard template of results 6.   The study would produce one report combining 10 profile findings and the economic impact calculation comprising 5 key figures, Gross Domestic Product (GDP), Employment, Salaries, Taxes and Import 7.   The study would exclude panel survey use apart from for attendees and attendees in one international market. 8.   The study would rely on investors supplying access to their own databases for single use for the Economic Impact Study (EIS). However if responses were low from venues and meeting organisers – a panel survey could be used for an additional cost 9.   The country would need to have published and accepted information on number of meetings, number of attendees and number of venues. There would also need to be international passenger data A Simplified Approach

47. Estimated Cost • Feasibility study € 5,000 (included in the total cost of study, if commissioned) • Simplified EIS € 150,000 • If criteria as defined in simplified approach are not met, feasibility study would determine cost more accurately

48. Timeline

49. Deliverables • Feasibility report • If Simplified Approach Validated: • One comprehensive report which includes a national level economic impact calculation including • Employment • Salaries • Import figures • 10 profile facts to show the size and types of meetings (for example) • Marketing Strategy Outline (based on previous studies)