Incentive - February 2009 - (Page 35)

TRAVEL Make It Work Planners are finding new ways to make incentive travel succeed in a slump By Alex Palmer ncentive travel is learning some new tricks. As companies face decreasing budgets and concerns about the public perception of luxurious outings, planners are searching for some new ways to do things, both large and small. One option receiving increasing attention is to switch destinations entirely—going domestic instead of international, shifting to all-inclusive resorts or cruises. Other planners are reducing the number of days or participants. Still others advocate looking at their line-item budgets, just as many families are doing throughout the country, and trimming back on the small costs that may be adding up. I Cutting Corners For example, Jody Huber, business development manager for Bellevue, Wash.–based SEI Meetings and Incentives, says that while incentive winners love getting a room gift every night of the trip, one quality gift can make as much of an impact as three. She points out that such a change will save not only on the cost of the gifts, but on the delivery charge, which can be an extra $4 per room or more. For planners concerned about the costs to winners who have to ship the gifts home, or pay additional luggage charges, Huber recommends something like a nice sweatshirt or gift that’s easy and lightweight, instead of, say, a crystal vase. “We are rewarding with the trip, but we are also giving these participants a message, and the message is: You’re valuable to the company, your hard efforts are appreciated,” says Huber. “If you use extra time to put in some thought, you don’t have to use luxury for the trip to have high perceived value.” Seeking out ways to tap into some kind of memorable theme to tie the incentive trip around is something Huber emphasizes, instead of having the theme simply be luxury for luxury’s sake. She points to the example of the open bar that many trips include. Instead of offering a vast array of spirits, the planner can arrange for a handful of specialty cocktails related to the program or destination (say, margaritas in Mexico). Other changes, like drink tickets or cutting the open bar from four hours to two hours, can save significant expenses without hurting the motivational value of the program. This approach can be taken with virtually every component of the trip, according to Huber, from activities to accommodations. Fay Beauchine, executive vice president of global engagement and events for Minneapolis, Minn.–based Carlson Marketing, is also looking at the details. “Our clients are scrutinizing budgets line by line,” she says. Among these lines are the tax | February 2009 | Incentive | 35 incentivemag.com http://www.incentivemag.com

Table of Contents for the Digital Edition of Incentive - February 2009

Incentive - February 2009
Contents
Editor's Note
Headlines
The Incentive Survival Guide to 2009
Strategies: Nature vs. Nurture
Strategies: Thank God for the Recession
Research: Industry Trends 2009
Travel News: Where To Go and What To Do
Travel Strategies: Make It Work
Las Vegas: Changing Fortunes
Potentials Here and Now
Merchandise Strategies: Success in Small Steps
The Economy's Down; You Don't Have to Be
Gift Cards Strategies: Flexibility Is the Word
Advertiser Index
On the Web

Incentive - February 2009