by Justin Holsinger, Eventcorp Director

    1. Set clear and measurable objectives that when achieved will be clear indicators that the event was a success.

    2. Define the stakeholders, the roles and responsibilities of people involved in project delivery and the lines of communication.

    3. Understand who the target audience is and every possible means of reaching them directly and indirectly.

    4. Understand when there is likely to be peaks in expenditure over the life of the project then prepare a detailed time line.

    5. Understand the marketplace, economic environment, competitive environment and then conduct a full risk analysis.

by Justin Holsinger, Eventcorp Director

Failing to plan the conference or event adequately, will set the scene for a lacklustre performance across the spectrum of success indicators, so whatever the case it is imperative that planning occurs.

Generally speaking a plan will need to define the current situation, address the vision for the future, detail how to get there and offer some way of measuring or analysing the outcome.  

Most people before starting any project will have an idea or plan in their mind of how to achieve the end result but documenting the plan will create stronger links between the people involved and the strategies to be undertaken therefore increasing the likelihood of outcomes being achieved.

Make sure, when producing the plan that there is clearly defined outcomes or objectives and make these measurable. Assigning responsibility and creating accountability is really important. Scheduling critical milestones will formalise the strategy and help with assigning resources to the strategy when required.  There should be an understanding of any risks that may prevent the objectives from being achieved and it is a great idea to have contingency plans in place.

Pamela Holsinger, Managing Director of Eventcorp said, “About a decade ago we made it our mission to become Australia’s Experts at Project Planning for conferences and events and since then our clients results have become very measurable.  We are able to provide high quality event delivery and have done away with unsubstantiated rhetoric. The confidence that this brings to the management team and stakeholders is invaluable”.

It was a famous quote by Benjamin Franklin in the eighteenth Century that has since been quoted by a myriad of respected people.  He actually said, “by failing to prepare you are preparing to fail”.

by Justin Holsinger, Eventcorp Director

Eventcorp's Managing Director, for some time now, has been developing relationships with owners and operators of luxury hotels, spa’s, Tour providers and Destination Management Companies (DMC) to create what is believed to be the most sensational “Escape” product on the market.  

Swanky Escapes is designed for independent travellers however it is suitable as an incentive product as well. Sending a high performing staff member on a relaxing dream holiday could be the perfect way to reward and recognise their achievements.

It really is quite an amazing product and it literally door to door. The traveller is picked up from their home by a limousine and taken to the airport. In fact all transfers between checkpoints is by limousine. Upon arrival at the destination they receive a welcome pack including a local telephone with their guides phone number programmed in.  When they arrive at the hotel their bath is already drawn. Every night they receive a room gift. Some of the Swanky experiences include a home dinner with a local family.

Swanky is a true experience and Eventcorp has gone to great lengths to ensure the supply elements are of the highest possible standard.

This product is being launched throughout the year via various promotional channels.  See website

here:  http://www.swankyescapes.com/

by Justin Holsinger, Eventcorp Director

Incentive and reward programs in this country have many faces.  Some organisations have robust reward programs where staff have access to a complete incentive package rolled out over a 12 month period or term of a contract.  Some employers informally reward staff efforts and achievements with small gifts.  Many organisations reward staff in cash.

ER Consultants, in a recently published article, suggest that although pay, bonus and incentive arrangements are required to satisfy basic employee needs, they are potentially short-term motivators and often do not lead to long lasting changes in employee behaviour.

They go on to say that reward programmes, which integrate both financial and nonfinancial incentives to reward staff, can offer an organization the building blocks to help incentivise, recognise and motivate employees to deliver improved levels of performance.

Total reward theory supports the concept that employees will show higher levels of performance and productivity if they feel valued by the organization.

See the full story here http://www.hrmreport.com/article/Motivating-incentives/

The research that we have seen would suggest that non-cash incentives can be more effective than cash if presented in an engaging and meaningful way.