European Society of Cardiology. to improve the quality of life of the European population by reducing the impact of cardiovascular disease

Transcription

1 European Society of Cardiology to improve the quality of life of the European population by reducing the impact of cardiovascular disease members 49 National Cardiac Societies (Europe and Mediterranean) 4 sub-specialty Associations & 23 sub-specialty Working Groups HQ in Sophia Antipolis, France 100 permanent staff Congress Division : 30 people 1 annual Congress 2 annual sub-specialty Congresses 3 bi-annual sub-specialty Congresses

2 Key figures for this year Registrations Abstracts handled Room nights Exhibition m

3 Managed in-house Venue selection Abstract handling Scientific programme management Registration Housing Industry Relations (Expo / Satellites / Sponsorship) Social Events Transport Public Awareness Event management

4 Partnerships Hotel pre-selection Hotel contracting Presentation management, AV & IT infrastructure Forwarding & Lifting

5 Why in-house? Congresses represent a core ESC business: - educationally - as expression of ESC identity - as principal revenue generator ESC commitment to progressively take operational control of its core business: - scientific content - customer / member focus - industry relations

6 Arguments for in-house management? Business intelligence Operational knowledge & expertise Continuity & quality Innovation and development Customer / member service Strategic partnership with industry Customer retention Administrative representation, legal and fiscal issues Management involvement in development of the association

7 Some observations Traditional local PCO services not a venue selection criteria for Associations with in-house resources or appointed core PCO Associations face increasing pressure and competition to win and maintain member interest and industry investment Delegate experience is more than the sum of registration, accommodation and education. To maintain attendance associations must address the entire delegate experience Management report to an increasingly professional and demanding leadership and are subject to increasing pressure to deliver guaranteed revenue Associations are often facing uncertain market.

8 Implications for destination promoters Associations are committed to delivering value, this cannot be guaranteed through carefully managed in-house processes alone Professional organisers will rely less on member-based local hosts and committees and more on professionally organised local representatives, be they centres, convention bureaux, hotel associations, PCOs etc Far from requiring less local support today s associations with in-house resources or appointed core PCO are increasingly reliant on true partnerships at local level Not all destinations are yet equipped to address the local issues that Associations are focussing on

9 Implications for destination promoters Promising a committed and understanding partnership that responds to associations need for seamless local arrangements is key to winning and retaining business Local issues may include: Coordination between key partners such as centre, convention bureau and DMC. Enhancing role of in-house event management teams. Building awareness of key local players, influence with local and national authorities. Transport infrastructure This cannot be achieved by one body alone, successful promotion to associations depends on convincing and durable coordination of local issues. Associations will respond well to a local partnership or syndicate that can demonstrate global local awareness, understanding, collaboration and commitment.