THE GUESTS ENTERED THE VENUE THROUGH A “transformation tunnel”. The next scene they saw took their breath away: VS simulated distinct different times of day: Morning yellow sunrise; daytime blue sky with puffy white clouds; spectacular red striated sunsets, a star filled night sky and a moon rise. In addition VS generated endless other scenes and effects as the photographs illustrate.

During speeches the VS defaulted to a neutral white background and became a source of pleasant diffused light instead of the house lights. The room was surrounded in white drape that was lit by the “low tier” lights. The wall washes matched the major sky colour themes.

The biggest challenge was designing the ten tiers of production equipment that were designed, built and rigged for the successful integration of the anchor VS installation. The rigging challenges were handled brilliantly by Riggit Services.

The Virtual Sky© covered the entire 20,000 square foot dining area for 1000 guests who experienced a constantly changing “sky” with continually changing patterns, colours, shapes and hues. It was so large it dominated one’s entire view. Virtual Sky (VS) had multiple layers of effects meaning that while one colour and pattern was in play other layers were simultaneously displaying different colours and patterns.

It was a logistical Miracle
If every detail was not perfectly planned the installation would never be accomplished in the move-in time windowavailable. Extremely detailed technical drawings and scheduling created innovative solutions which were reached in pre-production.

The stage set consisted of frameworks covered in fabric to compliment the fabric VS. The set was designed to integrate intelligent lights and so changed colors throughout the evening to also match the VS. The set’s back wall looked immovable but split down the center and rolled open to reveal the keynote speaker.

The client had seen every kind of conventional stage show imaginable and the need to be completely unique and original was imminent. The event hinged on it. Numerous cirque acts were brought in to entertain during dinner. These included both dramatic aerial performances (e.g. silk) and floor acts (e.g. hand-to-hand acts of strength, comedy/cirque, and balancing acts).

BUT TO BREAK THE MOLD
They brought most of the entertainment off the stage and to the guests. Dozens of cirque characters, street performers, animators, magicians descended onto the floor to interact one-on-one with the guests. The VS reinforced this programming by changing ambiance to match each style of entertainment. Rich saturated hues flowed during cirque and soft bright colours for the animation.

IT WENT BEYOND
Outdoor entertainment was designed to compliment the innovation established by the indoor experience and continue the cirque theme. All guests were invited out to the outdoor plaza of the Convention Centre and treated to a cirque style fire show extravaganza. This production consisted of 10 fire performers (jugglers and dancers) and 3 custom fire sculptures - propane powered fire sculptures had been designed and hand built for this event. The convention centre is in Vancouver harbour and both shows involved coordinating tug boats and barges.

A high end pyromusical fireworks show was fired from a barge and the show included three fire performers and two sculptures on a second barge. The addition of this performer barge together with the fireworks creating a whole side show on the water. The two shows tied together as a hand held gerb pointed at the barge by a performer on the plaza cued the first pyro shell.

AND OF COURSE THERE WOULD BE SURPRISES
After the guests returned to the ballroom for dessert they had a few surprises in store for them. Because the dance venue was being used for food dish-out, the separating wall had to be adequately soundproofed to dampen the dish-out noise during dinner. A double wall of drape was used : thick velour on the outside and white polyester on the inside. Adjacent to the dining hall they designed a dance hall to be revealed with a combination “kabuki drop” reveal for one drape, and a “shower curtain” reveal for the other. After the fireworks the guests were amazed to see the soft wall had disappeared and a hidden dance room appear. Once revealed the “secret” dance hall sprang to life with dramatic up lighting of the Teflon tent-like roof, music videos and the last surprise pyro-confetti.

Dozens of professional dancers emerged from the wings to get the dance party going. Some performed on stage, some led mass dance numbers and some led conga lines thought out the venue. The final surprise of the night was two wall-to-wall lines of pyro-driven confetti exploding on cue over the dancing guests to top off the evening. The design, planning and execution for this event’s installation were extremely complicated due to the many intertwined technical elements. The timing of everything was critical because, by permit, the fireworks could not be a minute late. All the show elements therefore had to run like clockwork. After all the challenges, all the solutions, all the obstacles, all the designing, all the creative thought and all of the ingenuity, the event was truly a technical miracle. “We were very proud of how all the event elements tied together thematically. The VS was the anchor, and a phenomenon in itself, but its colourfulness tied into the cirque performances. The human circus tied into the table performers and the self-illuminated table centrepieces.”

What do you say when your clients ask: “What’s the next big thing in event special f/x”? Well how about inserting a live performer into a projected image?

What do I mean? Suppose you are watching a video underwater scene rear-projected on a large screen. Then a mermaid appears in the image, but… she is actually a live performer. She swims around the image (attached to fly wires of course).

Here’s another example: For an international science symposium, imagine images in full colour of blood cells under the microscope (little moving crinkly stuff) floating here and there, folding and unfolding…

Aerialists costumed in crinkly stuff appear on ribbons, floating up and down, twisting and turning as if they have become part of the scene.

What we have here is more than just a backdrop for a performance. The performers actually become part of the backdrop…live-action and pre-recorded image merged together.

How can you replicate this effect?
START WITH AN RP (REAR PROJECTION) SCREEN. IT helps if you have enough space for a really big screen that starts at stage level. Then set up a scrim about 15 feet in front of the RP screen (a scrim is an open-weave transparent fabric used for a curtain in the theater to create special effects of lights or atmosphere). The projected image will be seen on the scrim, while still allowing the audience to see the original RP image behind it.

Bottom line:
The image appears twice: once on the RP screen and again on the scrim. Now insert your performers in the 15 foot gap between the 2 images. It actually looks like they are “in the scene”, since they are literally sandwiched between the 2 layers of the image.

This is an essentially easy procedure but making it work in the eyes of your audience is a little more complicated. The projected video image needs to be created on a scale that matches your performers. You can rent images from film libraries or design and build them yourself through animation. Rehearsal time is also critical in order to place the live performers in exactly the right spot(s) in the image, in addition to controlling their speed and movement to match other moving elements.

Use your imagination to create untold amazing combinations of live performance and video image. People rappelling up and down the Rockies at a Canadian Welcome Reception…Trampoline artists dressed as astronauts bouncing up and down on the lunar surface at your next Flying High awards gala. You get the picture?

Six Top Pharmaceutical Companies Save $75 Million in Meeting Costs

Large North American organizations wasted $5 billion on meetings and events last year, according to Maritz Travel, a leader in meetings consolidation, event and incentive travel planning. By adopting a consolidation approach, these corporations could be saving 10 percent of the nearly $50 billion they spend on corporate meetings, events, and incentive travel programs.

While meetings, travel and entertainment are the third largest controllable expense for corporations, most are missing opportunities to save money while sustaining and, in many cases, even improving meeting quality, according to Cathy Schueler, director of Travel at Maritz Canada Inc. In the past 18 months, through meetings consolidation, Maritz has helped six of the world’s largest pharmaceutical companies save nearly $75 million. These organizations saved an average of $12.5 million each on meeting costs by bringing spending under one umbrella using a proprietary meetings consolidation process developed by Maritz. “Following the trend in the U.S., there is a huge opportunity for organizations in Canada to benefit from a consolidation strategy,” said Schueler. “Every line item for every meeting, from airfare to hotel, to transportation and attendee management, can be consolidated to leverage total dollars spent for maximum effectiveness.”

“Organizations are wasting billions of dollars on total meeting expenditures because strategies and costs are spread across various brands or divisions,” added Schueler. “Companies should be looking at meetings as an area in which they can save money by leveraging their enormous purchasing power, without sacrificing quality." Schueler says there is a misconception that bundling purchasing for meetings can result in lack of control and individuality. “We’ve found that quality and creativity can actually be enhanced when taking an enterprise-wide approach to meeting purchasing and planning. By having the ability to centrally manage brand and meeting quality standards, as well as understanding what it takes to motivate and satisfy attendees, companies can improve attendee satisfaction.”

Maritz’ experience demonstrates that companies that spend $10 million or more on meetings per year, and have multiple divisions running meetings and events, can save 10 percent on their meeting costs. Schueler recommends the following steps when implementing a successful meetings consolidation program:

• Establish shared financial and service quality goals – A clear understanding of goals and objectives for the program, shared fully among executive management, meeting planners and the procurement or strategic sourcing resources is extremely important to establish up-front.
• Garner executive level sponsorship – Strong, visible executive leadership, coupled with the right resources can provide a foundation for success.
• Ensure flexible, customizable technology – Flexible technology and tools that can be used by everyone in the organization are critical to effectively manage a variety of meeting types and functions. In addition, the technology must be able to capture key meeting data and expenses so the company can analyze and improve the program.
• Improve sourcing of meeting-related expenditures – Standardizing supplier contracts and creating a consolidated hotel sourcing team are important cost-saving strategies to effectively reduce cost and ensure consistent service.

“Interest in consolidation is definitely piquing in the Canadian marketplace,” said Schueler. “We see considerable opportunity in a variety of sectors, including pharmaceutical, financial services and technology, to reduce spend on meetings and events while at the same time increasing productivity and improving attendee satisfaction.”

HAVE YOU EVER SAID TO yourself, “If I’m so smart, why can’t I get out of my own way?” Do you sometimes feel like you’re going down the road of life with one foot on the brake and one on the gas?

In our experience with thousands of clients ranging from Fortune 500 companies to sales managers to human resource executives, the number one reason for failure isn’t lack of knowledge, ambition, innovation, or motivation. The real reason so many people fall short of what they’re capable of is because they haven’t given themselves permission to succeed. While it sounds counterintuitive, the so-called “fear of success” and self-sabotage are really symptoms of a much deeper problem, one that hasn’t been properly addressed in traditional success literature.

People who haven’t given themselves permission to succeed often share these traits:

• Buy lots of self-help books but don’t use them
• Earn less than their capabilities merit
• Expect perfection of themselves and others
• Find it easy to start projects and hard to finish them
• Feel guilty saying “no”
• Settle for crumbs, even though they know they deserve better.

Many Departments and companies also reach a “success plateau” and then hit the brakes, or even fall off the cliff. Your company or department may have reached a level of success that feels comfortable, then stopped growing. This is one of the first signs of trouble. The people and companies who use our Permission to Succeed® System have removed blocks they’d been struggling with for years, even decades. Here are some tips you can use today:

1. Identify your personal Systems of Support™. We all need the support of others - a teacher, coach, mentor, spouse or boss - to become all we want to be. Make a list of the truly important people in your life, then contact them to enlist their support for your personal or professional goals.
   
   
2. Ask yourself, “What’s in it for them to support me?” People like to feel their contribution makes a difference. Explain to your people why their feedback is important, then back it up with action. While many managers ask for feedback, few take action in response to that feedback. This leads to cynicism and an “every man for himself” attitude that’s poison to the growth of the company.
   
   
3. Use Goal-Free Zones. Do you feel guilt-tripped if you’re not checking items off your To-Do list? It’s good to be motivated, but working when you’re not productive can lead to a lack of perspective and improper actions. (This explains why your best ideas come in the shower!) For 5-15 minutes a day, stop doing goal-oriented activities and listen to your inner guidance, or just take the time for a nap. You’ll feel rejuvenated and your ability to make better decisions will be greatly enhanced.
   
   
4. Find Your No. Many people, particularly women, feel guilty saying “no”. Yet you won’t find a truly successful, happy person who can’t say no. Learn to say no with tact and diplomacy, and work to solve problems rather than being a people-pleaser.
   
   
5. 5 Find Your Because. Listen to the still, small voice within that’s telling you what your real mission or purpose is. Many people make the mistake of thinking they’ll do what they love once they make enough money. But they never get there. Treat yourself as well as you would a treasured friend, and give yourself permission to follow your dreams.
   
   

You may have fallen prey to the belief that success is hard. The truth is, life rewards those with the courage to live their vision. Give yourself Permission to Succeed®, and enjoy the rewards that inevitably follow.

The seasoned event planner and the sponsor understand that a formal agreement is required to minimize misunderstandings, outline responsibilities and stipulate deliverables. Having a clearly drafted agreement is just smart business, not only will your sponsors appreciate this but it will help you to gain their long-term support and respect.

An agreement is not as simple as a one-page letter because if the details are not spelled out clearly, then your agreement is not worth the paper it is written on.” But what should go into an agreement and how is it structured? The essential items that should be included in the agreement are as simple as the date of the event, the sponsorship amount, to the payment schedule (when you expect payment from the sponsor), what the sponsor receives (Benefits), what the organization hosting the event receives, the level of exclusivity to the sponsor (i.e sector exclusivity), the right of first refusal, the event timelines, the number of progress reports that will be provided, the delivery of the final evaluation and an out-clause better know as the protection clause.

The benefits the sponsor receives in exchange for their sponsorship includes the positioning of their logo on marketing/promotional material, but identify the number and type of advertisements that will carry the sponsor logo(s), sponsor logo incorporated into the event name, free tickets to the event, on-site presence/space, signage, an opportunity to address the event attendees at a staged ceremony during the event, presence on your organization’s web site, and so on. The important concept to keep in mind here is that all benefits are measurable and must be kept in perspective with the sponsorship amount given. Payment terms are just as important as the delivery of the benefits. Do not be vague by just stating the sponsorship amount owed and not layout the payment terms. Payment terms can be stated as a lump sum payment of the total sponsorship amount or payment in installments. Be very clear and outline the specific date(s) payment is due and make sure the appropriate person of authority from the sponsring organization signs the agreement.

The best way to avoid sponsor confusion and frustration is by not having too many fingers in the pot. Make sure that there is only one contact person who will handle and act upon all requests made by the sponsor and ensure that the deliverables of the agreement are met. Remember that sponsor relationships take years to build and must be nurtured through a relationship of mutual trust and over delivering on the benefits promised in the agreement.

THERE ARE TIMES WHEN A SPONSOR MAY SEE A GREAT marketing opportunity and ask for the world but is not willing to pay for it. An example is a sponsor who wants to be the title sponsor of an event, get name recognition, be plastered in all of the promotional material, and wants on site space for a fraction of the title sponsorship fee you are asking. Once you establish the sponsorship fees, try to stick to the established fee and benefits offered religiously. It is very easy to acquire a sponsor at a fraction of the sponsorship amount required by very difficult to upgrade the same sponsor (in their view: why pay more when they just received the deal of the century)?

The simple rule of thumb is as follows, if a sponsor wants to be at a certain category level because of the benefits offered but is only willing to pay an amount below your established sponsorship fee, then you must remove the appropriate number of benefits so that the sponsorship fee being paid and the benefits are more in line. When negotiating the sponsorship, make sure you have the authority to make decisions that are reflected in the agreement. What turns sponsors off the most is when they ask for extra benefits to be added and the person representing the event or event organizer says, “Well, I have to get back to you on that, I need to get the appropriate approval.”

A sponsorship agreement is not worth the paper it is written on if both the sponsor and the event organizer do not enforce it. The responsibility to enforce the agreement and any follow-up is always left up to you, the event organizer. The sponsor will look after their interests and reputation, so make sure you follow through and deliver on all benefits both in the agreement and that have been verbally promised.