by Shadia Cook
Shadia Cook, a veteran of the hospitality industry, is experienced in coordinating conferences with corporate, government and association meeting professionals.
do to support the CVBs that support me?
Q: A:
With city and state budgets being scrutinized, funding resources for CVBs are a concern for plan- ners, suppliers, and visitors alike. Without locals’ understanding of how important a CVB is to a respective com- munity, it’s up to the city’s visitors and suppliers to support bureau efforts.
Jayne DeLuce, president/CEO of the Champaign County CVB in Illinois, has dealt with budget restraints firsthand and says, “The key for meeting planners is to keep traveling! Use the CVB vs. directly contacting each hotel. Provide testimonials the CVB can use for print and Web or with stakeholders. Be open to more cyber relationships, since a lot of travel budgets limit CVB atten- dance at the major tradeshows. Offer to speak to stakeholders on behalf of the CVB. Keep the relationships strong.” Maureen Hofrenning, vice president of the Go Wichita CVB in Kansas, also recognizes the importance of word-of-mouth pro- motion. She says, “When meeting planners compare notes with other planners, and they share positive experiences about cities like Wichita, it’s very appreciated - and free PR, which is almost like a budget increase for a CVB.”
In addition to sharing your experiences with colleagues, anoth- er key to supporting CVBs is to specifically address, in writing, the value they offer to your event. This provides CVBs with backup when dealing with funding sources and communities. Bureau staff members can recommend city officials to write to, and planners should also copy the CVB on such correspondence. Teri Ellis Schmidt, executive director at the Sioux Falls CVB in South Dakota, offers an example of such positive impact. “A national meeting planner wrote a letter to our city and
How can you support your local bureau?
Thanks to current economic conditions throughout the industry, I keep hearing about CVBs that are experiencing budget and funding issues. What can I
bureau leadership after working with us, acknowledging the efforts of the bureau and how our performance had made their planning and execution of the convention much easier and more successful,” she says. “The fact that a meeting planner took the time and effort to write our leadership brought even more credibility to the bureau and its existence.” “In today’s environment, CVBs and their clients need to work more closely together than ever,” adds Deb Archer, president/ CEO of the Greater Madison CVB in Wisconsin. Archer notes logistical strategies that planners can use to sup- port their bureau partners within the communities they serve while also improving their own working relationships and com- munications with CVBs. She recommends working to expedite contracts, which helps CVBs receive stronger support for closing deals quickly; working through bureaus to resolve attrition agree- ments, which aids in win-win outcomes for planners and hotels; and providing historical data, which helps CVBs develop accurate proposals for future events in their communities.
CVBs act as resources and partners within
their communities, and these organizations are often overlooked or taken for granted until financial crises bring their value into question. By vocalizing the benefits of their bureau connections, planners can help the CVBs that are always ready and willing to help them.
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