Worst case scenario

Fifty CEOs wandering up and down the Via Dolorosa, with nowhere to stay, would have been a tough cross to bear for meeting planner Siobhan Fitzpatrick

SIOBHAN FITZPATRICK'S client, a major credit card company, wanted 50 committee members from the US, Europe, Far East and Asia to hold a conference on credit card fraud, to coincide with the launch of a smart card by a Jerusalem bank.

Following a location recce, she booked a newly built hotel, with her delegates arriving four months after opening.

"It was the only hotel in Jerusalem with sufficient technical equipment and security, and our arrival four months after it opened for business should have left sufficient time to iron out any snags."

Famous last words. Four weeks before the conference, the hotel manager phoned to say Fitzpatrick's delegates could not have the main meeting room for one day, as the hotel was using it for its opening party. He apologised but offered no fallback position.

"The manager knew our booking months in advance, so why didn't he know about the opening party?" Siobhan asks.

Faced with 50 delegates, no meeting room and just four weeks to find another hotel during World Cup season, she cancelled the booking.

"I was too unhappy, I could no longer trust the hotel."

However, on her recce trip, she found another hotel that could take the credit card meeting. "Always recce a location yourself, it's the only way to know what the destination you're sending your delegates to is really like.

"Doing a hotel inspection, checking security, finding out visa requirements and talking to the consulate is all part of the job. If this isn't possible, ask around to find a good destination management company to do it for you."

Although the new hotel was delighted to assist in taking its rival's business, Siobhan's troubles were far from over.

She had to rejig accommodation, flights, transfers, delegate and speaker schedules, and equipment shipping. She also had to recheck security - no easy matter in the Middle East.

"I had to prepare a new venue when I should have been wrapping things up."

She summarises her approach as calmness during crisis. "I had to calm down the guests with pre-mailings about the venue and small gifts. Obviously, I didn't say why we'd pulled out of the original hotel, I just said I'd found a better one for them."

As well as being unable to share problems with her delegates, Siobhan could not look to colleagues for help.

"As a meeting planner, you're on your own. At the time of the Israel conference, I was working on 12 other projects, including four in America and one in Costa Rica - all this on top of a crisis.

"You just have to be organised, and every detail of every event has to be accounted for.

"It would be easy to get swamped by a crisis involving one event, so always have at the forefront of your mind that it's not fair to your other clients, or professional."

Tip sheet

* Research venues using internet, guide books or meetings associations.

* With a shortlist of four or five, check rooms, star rating and that the venues can hold your group size.

* Venues for international delegates should be less than an hour away from the airport.

* Check for external activities - you don't want a rugby club dinner next to your meeting.

* During the event be prepared to work 6am to 2am, without even stopping for meals.

* For information on careers in meeting planning and event management, email sfitzpatrick@xchangeteam.com

Copyright 2001
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