Taking risks and exhibiting an entrepreneurial spirit helps CVBs stand out from the pack.
We celebrate entrepreneurs. Since the early days of the Industrial Revolution through the current age of fast-paced technology companies we have honored the founders of the largest institutions and industry pioneers. Those with names such as Ford, Vanderbilt, Carnegie, Gates, Jobs and Zuckerberg have been heralded as heroes and change agents. We read books and watch movies about their lives and look in wonder at their entrepreneurial success.
Yet in the day of the Internet and instant communications, everyone can make an impact on their industry and beyond. Entrepreneurship is now about more than creating huge corporations. The entrepreneurial spirit is strong with people who hold any number of positions in organizations large and small. No longer do you have to be the founder of a business to behave as an entrepreneur. The term "intrapreneur," which first appeared in the 1970s, has again become popular as those who work inside organizations flex their entrepreneurial muscles to help create new ways of doing things and create change inside existing organizations.
There are interesting changes happening in many industries. Companies, associations and other organizations that are going to thrive must find new ways to tackle old and new issues while encouraging their employees to take chances and do more with less.
Those who work in and around the meetings business are great examples of this effort to redefine an industry and forge fresh paths toward success. Among those who are getting more creative in how they do business are CVBs. While some remain stuck in the past, others are making changes to empower staffs to innovate and expand their offerings.
Many are working to have a greater impact for their clients and local partners, and actively taking a more proactive role in selling their communities to attract major events.
"Bureaus of today have to take the lead to drive positive changes to enhance the visitor experience," says Mike Burns, senior vice president of convention sales and services for Destination Cleveland. "Convention attendees become leisure visitors at night when they explore your city. And people who come for business will often stay an extra night if they like the city.
Regularly turning three nights in a hotel for a conference into a four-night stay will have a 25 percent increase in the bottom line to the room tax and other spending that impacts the economy. As CVBs realize their efforts have these real consequences they are beginning to think bigger."
In Cleveland, Hannah Belsito was hired as director of destination development to focus on all aspects of the impression the city makes on visitors—from safety to the appearance of the streets to how easy it is for guests to navigate the city. This involves constantly working with all of the stakeholders to be sure everyone is using the same language when communicating about the various neighborhoods and attractions. Since local slang can be confusing, the bureau works with community leaders to ensure unity and agreements to help with "way finding" for visitors. Nothing is left to chance, and the CVB takes ownership to ensure that progress is being made.
"When I think about entrepreneurship I think of being a leader," says Dottie Bossley (MPI Texas Hill Country Chapter), regional sales director for the Galveston Island CVB. "As leaders, it is our job to manage local partnerships with others in the community who have a vested interest in the success of our area as a destination. We seek to provide real economic impact that goes beyond sleeping rooms and food and beverage numbers. Work is not done when we are selected as the destination, as we continue to work with our customers and partners to help them market their events."
A word that always comes up when we think of entrepreneurs is risk. Those who attain the big rewards in any venture are those who are willing to get past the "we have always done it this way" philosophy. One does not have to be a cutting-edge, trendy startup to take risks and be disruptive to the status quo. These days, bureaus are taking the leadership role in not just ideas, but in helping to get the job done.
"It has been my experience that CVBs are increasingly sensitive to, and creative about, the venues in their regions where clients might hold meetings," says Bryan
Mattimore, author of Idea Stormers: How to Lead and Inspire Creative Breakthroughs. "No longer are they selling only the hotels, country clubs and convention centers."
He points out that cooking schools, sports venues, museums, technology industry incubators and other unique attractions are becoming part of the meeting and learning landscape, not just used for social outings.
"Companies and associations are looking for meeting environments that will help trigger new thinking and new ideas from their employees," Mattimore adds.
Entrepreneurial leaders in all industries have to figure out ways to solve problems, and often they do not have deep financial resources. One of the traits that get people noticed as pioneers is the ability to create something from nothing, and this is what can be done when CVB employees allow their creativity to be unleashed.
