How authenticity links to incentive programme effectiveness

Offering personalised experiences that attendees will cherish, leveraging the knowledge of local experts and taking a risk with new destinations are important factors to consider when building an incentive travel programme. These topics were discussed during a webinar hosted by the Incentive Research Foundation.

Finding a right balance

Morgan Crain, senior programme manager, reward & recognition at Rubrik, said that while it is essential to highlight the culture of a destination, the panel cautioned that culture should not be used as entertainment; a balance must be struck between respecting the culture and showcasing it.

“Every destination has something unique to offer, something worth celebrating and worth teaching,” said Jennifer Attersall, acting senior director, business events at Destination Canada. “But we don't want to use our cultures to entertain - we want to inspire and this relates to the cultural sustainability of sustaining local traditions,” she said.

Crain highlighted how authenticity links to incentive programmes’ effectiveness and how this can really make or break employee engagement. “Incentive travel is different to personal travel - it’s about having a truly distinct experience where attendees feel rewarded, and where they're doing something special and unique that they wouldn't have the opportunity to do otherwise,” she said.

There’s a fine line to cross between the authentic and the gimmicky too, and with people more conscious than ever before about calling out the fake versus the real, there is no room for error. “We really need to make sure that when we're talking ‘authentic’ and ‘authenticity’, it is authentic,” said Attersall. “There are so many stereotypes around Canada such as maple syrup and igloos - it's about how we embrace and showcase this.”

Not where but what

The panel noted that clients are keen to try new destinations but this comes with its own set of risks - attendees for example may not be as keen as the client to try somewhere new. Instead of asking participants where they want to go, asking what they want from the incentive and what they want to experience, might help provide a better fit.

“It’s what (participants) are willing to try - it's their time, so how do they want to spend their time and where do they want to spend it?” said Ashley Bollman, senior director, Incentive & Pharma, Event Solutions at ITA Group.

A new destination does not necessarily have to be new, but could be seen in the context of ‘destination development’. One example is Fogo Island in Newfoundland in Canada, which has historically catered to high-end leisure travellers, and is now exploring crossover potential with incentive groups.

Said Attersall: “We've been working with them to raise awareness of the incentive segment, and this could be any season, not just within that peak season that attracts leisure travellers. There’s an untouched market within the destination’s own sales efforts and we are building a partnership to bring some incentive groups during the off-season (months), which is a regular season within the incentive segment.”