How to convert plans and procedures to video and eLearning

 

 

Introduction

Get rid of written content that no one reads or takes too long to reference and understand. Convert your message to a more dynamic and relevant format such as video or online eLearning, without spending a fortune. Read on if you want to update your plans and procedures or better communicate your message with suppliers, partners, staff, customers, and other stakeholders.

By the end of this article you will have a strategy and solution to converting old documents, plans and procedures to dynamic, content rich and informative videos to be used in isolation or as part of an eLearning suite.

Convert Plans to video and elearning

Preparation

Your current plans and procedures may not be in the best or most logical format for conversion to video. You need to convert them to a more script-orientated version. Use your current or revised table of contents and created each chapter as if you were creating an episode of a television series.

Break each section or sub-chapter down into manageable segments of a few hundred words each.

Map out your images, backgrounds, and characters in advance. If you have key visuals or images related to your content (the whole point of the conversion), ensure you have them mapped to your script. Backgrounds can be used in conjunction with audio, text or even the utilization of a green screen addition. Ensure you characters, those that will feature or speak in the recordings are prepared, rehearsed or clear on how you are going about this and what you are trying to achieve.

Set up your hardware in the best environment that you want to replicate. If you want a clear, unaffected audio and video outcome, use a studio. If you want ambient noise and the real feeling from a workplace or location, shoot live.

Create your introductory and closing sequences in advance, so you can focus on the content recording and creation elements exclusively.

Process

Shoot short segments, using your shortened scripts. If you are doing just audio, don’t aim for perfection unless you have voice over talent. If recording for the first time, remember you are speaking to people so include inflection in your voice and make elements conversational or informative, not a monotonous monologue.

Ensure your project is rich with images and relevant content and build on key points with stages or animations. If you’re using text, limit it to no more than a single sentence per point or message.

File all your raw footage in to the corresponding chapters and subsections. Introduce manageable segments to your editing platform in groups of 3-8 only so as to avoid data loss or crashes.

Create thumbnails of each chapter for use later in eLearning systems.

Add your meta data such as electronic chapters and markers as you go. Use these for later electronic navigation guides.

Don’t add or modify effects such as transitions, Ken Burns, callouts, annotations and the like at this stage.

Editing

Once you have your subchapters and chapters ready, begin the final edit. Add all your opening and closing sequences, along with identifiers such as chapter, title, outcomes, etc. Also add all your transitions and effect but don’t overdue it as it will taint the entire outcome.

Allow twice the time it took to record for editing. And ensure you watch final sequence in both fast and normal time for clarity.

Once complete, render the video into a format that is best suited to your final streaming or viewing site. Also ensure the size and format is compatible with your final platform too.

Final Version

Ensure you modify the audio and frame rates for online streaming of you are using the final product for eLearning or video streaming.

Format the resolution and size to fit within the parameters of the system or platform. Pay particular attention to text and fine graphics so as not to loose the message or content due to resolution reductions.

Consider having your online platform host and stream the video message rather than relying on desktop software, extensions and other add-ons that may cause conflicts or limit the experience for some or many users.

Offer the format with both video and printed/downloadable written content to support all learning styles. Also include an audio or podcast version for audio exclusive streaming.

Publishing

Convert Plans to video and elearningLoad the video files to a public or private site. If using a public platform such as YouTube, ensure you select the appropriate security or embedding options for singular viewing or integration with other sites. Only use captioning if you have prepared this in advance and don’t rely on provider versions.

If using a private system, consider all issues such as access, audience, formats, enhancements, tracking, etc. Load videos in accordance with your table of contents and structure of the original or revised content. Add thumbnails to each chapter for visual navigation and referencing.

Provide a site map or hyperlinked directory for speedy access to select elements or return/revision sessions.

Add a tutorial or instructional video to the front to the eLearning to aide in navigation, use and comprehension of the objectives. You can even add a message from the CEO or senior executive/s.

As plans or procedures get updated or replaced, only replace those that need modification and send notification of changes.

The entire system can be set up on drip feed to send a video or message on a regular, scheduled basis to select or group audiences to promote knowledge and use of the system.

Consider embedding links and references in other formats such as PDF or other standing documents.

Any business or department can utilize this process or system to create excellent and informative video to replace or even enhance most policy and procedures. All this can be achieved using cost effective tools and systems.

Conclusion

Now you can get rid of written content that no one reads or takes too long to reference and understand. Immediately set about converting your message to a more dynamic and relevant format such as video or online eLearning, without spending a fortune. You know now how to update your plans and procedures and better communicate your message with suppliers, partners, staff, customers and other stakeholders. Don’t waste any more time, at least try to make an introductory version, then set about modernizing your plans and procedures into a more engaging and usable version.

Advertisements

How to convert plans and procedures to video and eLearning

 

 

Introduction

Get rid of written content that no one reads or takes too long to reference and understand. Convert your message to a more dynamic and relevant format such as video or online eLearning, without spending a fortune. Read on if you want to update your plans and procedures or better communicate your message with suppliers, partners, staff, customers, and other stakeholders.

By the end of this article you will have a strategy and solution to converting old documents, plans and procedures to dynamic, content rich and informative videos to be used in isolation or as part of an eLearning suite.

Convert Plans to video and elearning

Preparation

Your current plans and procedures may not be in the best or most logical format for conversion to video. You need to convert them to a more script-orientated version. Use your current or revised table of contents and created each chapter as if you were creating an episode of a television series.

Break each section or sub-chapter down into manageable segments of a few hundred words each.

Map out your images, backgrounds, and characters in advance. If you have key visuals or images related to your content (the whole point of the conversion), ensure you have them mapped to your script. Backgrounds can be used in conjunction with audio, text or even the utilization of a green screen addition. Ensure you characters, those that will feature or speak in the recordings are prepared, rehearsed or clear on how you are going about this and what you are trying to achieve.

Set up your hardware in the best environment that you want to replicate. If you want a clear, unaffected audio and video outcome, use a studio. If you want ambient noise and the real feeling from a workplace or location, shoot live.

Create your introductory and closing sequences in advance, so you can focus on the content recording and creation elements exclusively.

Process

Shoot short segments, using your shortened scripts. If you are doing just audio, don’t aim for perfection unless you have voice over talent. If recording for the first time, remember you are speaking to people so include inflection in your voice and make elements conversational or informative, not a monotonous monologue.

Ensure your project is rich with images and relevant content and build on key points with stages or animations. If you’re using text, limit it to no more than a single sentence per point or message.

File all your raw footage in to the corresponding chapters and subsections. Introduce manageable segments to your editing platform in groups of 3-8 only so as to avoid data loss or crashes.

Create thumbnails of each chapter for use later in eLearning systems.

Add your meta data such as electronic chapters and markers as you go. Use these for later electronic navigation guides.

Don’t add or modify effects such as transitions, Ken Burns, callouts, annotations and the like at this stage.

Editing

Once you have your subchapters and chapters ready, begin the final edit. Add all your opening and closing sequences, along with identifiers such as chapter, title, outcomes, etc. Also add all your transitions and effect but don’t overdue it as it will taint the entire outcome.

Allow twice the time it took to record for editing. And ensure you watch final sequence in both fast and normal time for clarity.

Once complete, render the video into a format that is best suited to your final streaming or viewing site. Also ensure the size and format is compatible with your final platform too.

Final Version

Ensure you modify the audio and frame rates for online streaming of you are using the final product for eLearning or video streaming.

Format the resolution and size to fit within the parameters of the system or platform. Pay particular attention to text and fine graphics so as not to loose the message or content due to resolution reductions.

Consider having your online platform host and stream the video message rather than relying on desktop software, extensions and other add-ons that may cause conflicts or limit the experience for some or many users.

Offer the format with both video and printed/downloadable written content to support all learning styles. Also include an audio or podcast version for audio exclusive streaming.

Publishing

Convert Plans to video and elearningLoad the video files to a public or private site. If using a public platform such as YouTube, ensure you select the appropriate security or embedding options for singular viewing or integration with other sites. Only use captioning if you have prepared this in advance and don’t rely on provider versions.

If using a private system, consider all issues such as access, audience, formats, enhancements, tracking, etc. Load videos in accordance with your table of contents and structure of the original or revised content. Add thumbnails to each chapter for visual navigation and referencing.

Provide a site map or hyperlinked directory for speedy access to select elements or return/revision sessions.

Add a tutorial or instructional video to the front to the eLearning to aide in navigation, use and comprehension of the objectives. You can even add a message from the CEO or senior executive/s.

As plans or procedures get updated or replaced, only replace those that need modification and send notification of changes.

The entire system can be set up on drip feed to send a video or message on a regular, scheduled basis to select or group audiences to promote knowledge and use of the system.

Consider embedding links and references in other formats such as PDF or other standing documents.

Any business or department can utilize this process or system to create excellent and informative video to replace or even enhance most policy and procedures. All this can be achieved using cost effective tools and systems.

Conclusion

Now you can get rid of written content that no one reads or takes too long to reference and understand. Immediately set about converting your message to a more dynamic and relevant format such as video or online eLearning, without spending a fortune. You know now how to update your plans and procedures and better communicate your message with suppliers, partners, staff, customers and other stakeholders. Don’t waste any more time, at least try to make an introductory version, then set about modernizing your plans and procedures into a more engaging and usable version.

3 Steps to Using Social Media for Crisis Communications

 

 

Introduction

Use social media to protect your brand and drive your message during routine and crisis communications. Read this article to find out how to use social media to measure the effectiveness of your communications, collect intelligence on what is being said about you or brand, constructing an effective communications campaign and how to best position, engage or dominate the conversation with your content.

By the end of this article, you will have the best defensive and offensive plan to utilize social media technologies during routine and crisis communications to protect and preserve your brand and reputation.

social media for crisis communications

1. How to measure effectiveness

Search engines measure and log just about everything that gets entered into their tools, so should you. Use the very tools that return search results or place you in the public eye to find out how effective your message has been and how wide it has been circulated.

Forget conventional press releases or the over reliance of agencies to do this, check and monitor yourself.

Use an analytics tool to identify where recent traffic has originated from and the volume associated. Separate the targeted traffic that has come in via a specific message and that of routine or random sources. Google analytics is the most common.

Place the title of your message or content in quotation marks and place it into a search engine. See where or if you appear on the first page. If you’re not on the first page, it doesn’t account for much. Also see how much completion you have for this message or title and monitor the results. Check all the alternates such as news, videos, blog, etc. to see where/if you rank there also. Constrain the results to the time period of your crisis or message, such as the past 24 hours and monitor the results.

Put the link to your page into a ranking tool that shows you what pages and titles your page or site is currently ranking for and monitor/evaluate the results.

Set up alerts or monitoring tools to advise you if/when similar, related or your content about the issue is published anywhere on the internet.

This approach is best used when you have a message or in order to review your most recent actions. It is highly recommend that you use the next step of collecting information and intelligence before you even get to this stage as it will always provide more effective and consistent results.

2. How to collect information and intelligence on your brand and your critics

Utilize some of the previously mentioned tactics but widen your search to include your brand, names of critics or associated terms.
Use a tool like Google Insights or Google Trends to track the popularity and origin of the bulk of the interest or traffic seeking information about your event, brand or reputation.

Calculate the page rank of your website, and that of critics, to determine who will have the highest ranking or widest voice when they publish updates or content. Do this by putting your website address into a page rank checker tool.

Conduct a comprehensive analysis of the top 10 sites associated with your message or event. Determine the age of the domain, backlinks, page rank, percentage of content related to topic and audience it reaches. This will help you to assess if you will ever reach the first page or help identify threats and allies.

Take the website URL from a site, page or source that you have identified as being concerning or threatening and put it into a search engine in quotation marks. The result will help you determine how many other sites have used or referenced this content by the number the search engine returns between your search content and results.

Assess and measure how many fans, subscribers or followers a site or release channel has to help calculate the audience and breadth of release.

Build your own communities, fans, networks and channels for routine and crisis communications long before you ever need them. You cannot dominate the Internet or search engines overnight. You need a wide base, consistent message, quality content and establish platform that helps with routine communications but can also aide during crisis or emergency to ensure you get your side of the story public or at the very least provide a balanced view.

Use multiple social media channels and keep the profile and message consistent. Only create secondary or linking networks after you have done this step.

Don’t ever use holding statements or generic, advance content in the assumption it will provide any benefit during a crisis.

3. Constructing a campaign to engage, position or dominate the conversation

Once you have isolated the key terms, keywords or topics using the previously identified methods, build one or more campaigns around this subject. Forget what terms you think are important (unless you have confirmed you have the lead on this and can influence the development of the message) and build your campaign around this phrase/s.

First create a written message. Keep it around 400-700 words. Ensure it has the key phrase in the message approximately 2-5% of the overall content. Put the keyword in the title. Then use this first message as a press release, blog update, article and audio script.

Create an audio version of the message, again with the same metrics. Prepare this release for podcast style release and convergence with images for a short video.

Create a video, using screen capture, video editing, camera or even smart phone. Ensure the video and audio have written scripts. If you created them without scripts, have them transcribed. Release the video and script as a joint release.

Publish all your content using burst and timed release tools. Ensure you are communicating on this issue more than your loudest or most prolific critic. Use all channels within social media spectrums such as YouTube, Twitter, Posterous, Tumblr, Facebook, etc.

Promote across channels, such as tweeting a video, commenting on a blog, bookmarking a press release.

Now drive traffic to these releases, engage, monitor, update and contribute.

Rinse, repeat and do it again.

Rinse, repeat and do it again. Yes, keep doing it for as long as it takes to be seen, heard or appear on the first page.

You won’t have time to learn and establish this kind of system overnight so you need to have it scoped, developed and established in advance. If not, have a system for creating and distributing your content in the shortest possible time. Under 1-3 hours in most cases.

Social Media.Search Engine Marketing Melbourne.Strategy.Image

Conclusion

Now you know how to protect your brand and drive your message during routine and crisis communications using social media. In this article we covered how to use social media to measure the effectiveness of your communications, collect intelligence on what is being said about you and your brand, constructing and effective communications campaign and how to best position, engage or dominate the conversation with your content.

Immediately review your current strategies and understanding of using social media to communicate for routine and crisis communications and compare it against this seasoned and proven approach. Make changes now to ensure you are both ready and capable for the daily and extra ordinary demands of online communications using social media.

Crisis and Emergency Blogging for Business

 

Crisis and Emergency Blogging For Business

In this professional training video Tony Ridley demonstrates the best way to set up and manage a business blog for crisis and emergency communications. The video has tools, recommendations and other solutions to setting up fast, free or professional corporate crisis and emergency blogging for business

Note: Wait a a few moments for the video to play, depending on your internet connection.

 

 

Why the London riots created a greater business travel threat than a terrorist attack

Why the London riots created a greater business travel threat than a terrorist attack

 

Introduction to the London riots business travel threat

If you have business travel to London, you need to read this article. In this article you will discover why the London riots created a greater business travel threat than a terrorist attack. We will examine the threat posed by the London riots and demonstrations, terrorist attacks and resulting travel delays, disruptions and changes. At the end of this article, you will have a specific understanding of the required business travel management response and awareness as to why this will happen again.

The London riots and demonstrations has resulted in one of the largest business travel disruptions of 2011.

London Riots and Demonstrations

 

The London riots and demonstrations have come as a complete surprise to many. It is not a unique event and certainly not unique to the UK. The scale, violence, fire and failure of the authorities is often something expected in other countries but the lack of preparedness for destinations like the UK is common and widespread. Therefore, the lack of preparedness and last minute scramble to respond and the inability to avoid major business travel disruptions are widespread as a result.

Due to the footprint of disruption, many routes and modes of transport have been negatively affected. Simple commute from the airport, trains and ports to planned accommodation options have been altered and continuous review of hazard or threat assessment are required. Furthermore, travel support providers such as taxis, hotels, restaurants, emergency services an other basic amenities have also been affected, to varying degrees.

Travel and risk managers need to immediately identify:

 

London riots.travel risk management.Tony Ridley

London Riots Business Travel Threat

 

 

  • Affected areas,
  • Degree of threat,
  • Affected and exposed (inbound and outbound) business travellers,
  • Arrival/departure points,
  • Safe and non-affected areas,
  • Mitigation or eradication options,
  • Cost of implementation,
  • Funds available,
  • Emergency support,
  • Accommodation options,
  • On-going or developing events,
  • Social or non-business activity,
  • Insurance claims and compliance requirements,
  • Cancellation criteria,
  • Resumption of travel criteria,
  • Extended event plans,
  • Travel alternatives (domestic and international)

 

The London riots have affected multiple support systems related to business and leisure travel. Any leisure travel disruptions will further compound business travel threats such as decreased accommodation options, airport congestion and increased public transport demand. Even simple actions like withdrawing money from an ATM will prove a challenge and compound the hazard/s.

The London riots have had a prolonged affect on UK business travel sector, far greater than the majority of terrorist attacks. Further affects such as planning and preparation for the 2012 Olympics will also contribute to the lingering affects.

A lack of planning and subsequent response capability by businesses could constitute a failure of duty of care, due diligence, corporate social responsibility, workplace health and safety or other related legislation.

Terrorist attacks less of a business travel threat than London riots

With the exception of the Mumbai terrorist attacks, most have limited business travel disruption and only affect a narrow band of business travellers. Inclusive of the Mumbai terror attack, terrorist attacks typically have clearly defined threat elements (terrorist, bombings, gunfire, etc) whereas the London riots is a constantly changing and unclear threat. Most business travellers will be unprepared for such decision making demands and lack sufficient experience to make consistent and safe decisions.

Most contemporary business travel risk management systems focus on location and plausible event threats, then seek to inform or prepare travellers for the best results to mitigate or eliminate the hazards and threats. Therefore, the bulk of business travellers will not be prepared or educated on how to respond in London, with such wide spread disruption and threats. Few will have residual knowledge from information and preparation for such events in other locations, considered more likely to be medium to high risk. Many of the supporting business travel management departments and managers will be equally unprepared and resourced.

A terrorist attack and other similar violent crimes would have a much smaller footprint of disruption, not affected such a wide business travel demographic, not affect business travel support providers so comprehensively or have such a prolonged impact on all exposed.

Routine travel delays, disruptions and changes represent one of the most persistent and probable travel risk management issues.

Travel delay, disruption and changes

Change management and the decision making involved is one of the most commonly accepted workplace hazard concerns. This is equally relevant to business travel and business travel threats.

The instinctive and guided response of business travellers to any delay, disruption or change can significantly affect the outcome of any spontaneous or new hazard as it presents. Particularly when this is the first level of response, before support options and resources can be activated or come into affect.

Travel delays have been triggered due to airport and airline workers unable to get to work, taxi drivers not able to refuel vehicles, hotels and staff overwhelmed, business travellers unprepared and convergence of business and leisure travellers upon all available exit travel nodes.

Access to information, at all levels, the ability to consume and process all the options and explore alternatives is imperative in this and similar travel disruption events. Crisis leadership will succeed more frequently than simple crisis management, to which are dependent upon timely and accurate information from all available resources.

Unfortunately, many will fail to fully understand the gravity of the events, the threats posed and respond or prepare accordingly. While many others exposed will chalk it up to another force majeure or random act that is just part of the rich experience of international travel. Courts, business travellers and peer review increasingly do not share this flippant view.

This scenario and lack of preparedness has been played out numerous times in recent history. Volcanos, volcanic ash affects, Japan’s tsunami, airport closures, airline failure and many others have caught business travellers and managers alike unprepared. This disturbing trend will continue.

Conclusion: London riots business travel threat

 

You should now see why the London riots have a far greater impact and threat to business travellers than you may have originally thought. We have examined the business travel threat posed by the London riots, terrorist attacks and resulting travel delays. You now have a specific plan for this and similar events and the required business travel management and response. This will happen again. Perhaps not in London, perhaps not a city wide demonstration but this kind and scale of business travel disruption event will happen more than once before the end of 2011. Review your plan and make the necessary enhancements now.

Why the London riots created a greater business travel threat than a terrorist attack

Tony Ridley

Social Media For Hotels

Social Media For Hotels

 

Social Media for Hotels

Social Media for Hotels

Introduction to Social Media for Hotels

When it comes to social media this is what every hotel owner and managers should know. In this article we will examine hotel buyers, hotel marketing and online opportunities using social media and other online marketing options. By reading this article it will put you in the top 10% of hotel marketers and online sales that will generate greater customer interest, engagement and conversions. Upon reading this article you will have the insight and basic framework to commence or review your online marketing plan immediately.

Hotel Buyers Use the Internet and Social Media

 

Increasingly buyers or those looking for accommodation and hotels are using the internet and other social media tools. The demand is measurable using Google’s suite of research and analytical tools. Current trends show a month-on-month and year-on-year growth as buyers turn to the internet to find hotels and deals.

Over the past couple of years, buyers no longer just use the search engines to find accommodation and hotels but they share and collaborate with friends in social networks, blogs and review sites. Much of this is outside of the hotel and accommodation sectors marketing focus and direct control. However, the impact benefits can be huge.

With continuous changes to the internet, consumer trends and buyer demands, greater options and variation is available to buyers in order to make an informed decision. These options range from video, blogs, reviews, articles and site specific content or deals.

Key platforms used by buyers, and those that rate very well on search engines are: Twitter, YouTube, Facebook, LinkedIn, Slideshare, Blogspot and many more. It is not the platform that is important but the context and manner in which the search is conducted and influencing the outcome of the results.

Hotel buyers are seeking solution to general questions and needs such as “cheap deals”, “accommodation”, “location X”, “hotel stays” and “location hotels”. These searches are where the measurable and buying traffic originates but hotels and accommodation providers have been very slow to adapt and capitalize on this money market sector. All too regularly, buyers are not meeting sellers and hotel owners are not getting as much business as they could if they adapted to change.

Hotel Marketing Out of Sync

 

Most hotels and chains believe the solution to their future is with the collective booking sites and on-sellers of hotel deals and packages. This is simply not true. If anything, the search engines are increasingly penalizing these sites as they show less-and-less favor for returning results to a general search that leads them to yet another search engine and search requirements on a non-targeted site. In short, they constitute a competitive option to the search engine providers. More targeted and relevant sites will ALWAYS get preference over generic or aggregated sites, the only reason this is not currently reflected in all searches today is that there is not enough targeted, quality options to return for these searches, so the search engines have to show something, or loose business themselves.

A recent survey and audit we conducted of over 250 hotels, showed that less than 10% of sites and hotels/accommodation providers had even the most basic of strategies to connect them to 90% of their market. The primary reason for this is two fold. The first is that like many businesses their online presence is that of a legacy approach, often stemming from when they first set up their sites and online footprint many years ago. The internet, consumers and choices have increased exponentially but they have not kept pace and in many instances older, more established brands have lost online market share to newer more dynamic and in-sync providers. The second reason is the industry itself. Running and managing a hotel or accommodation facility is not an easy undertaking and most likely a 24 hour task. The hourly and daily demands means that owners and managers tend to get more entrenched with the here and now issues than that of market trends, changing buyer patterns and adapting to new technology. While many people have experience and training in traditional business practices such as management, finance and traditional marketing, surprisingly few have any training or experience in contemporary marketing, social media or internet marketing.

Marketing is all about appearing where your customers are found or looking. Businesses provide an address, phone number, website and even a fax number to aid customers in finding and communicating with them. Why then do they appear in other areas or formats for customers to engage and communicate? Given the hundreds of social media and online options, if a hotel or accommodation provider is not present in at least 4 of those locations, then they are at an extreme disadvantage and will progressively loose market share. There is no rule that states “You may only have one website” nor is there one that states “You will never appear more than once on the front page of a Google search”.

Most of the online opportunities for hotels and accommodation providers goes unrealized, a few are making good on the low cost of entry, smart targeting, continuous value and relating to customers like never before to grow their business and even dominate local and online markets.

Online Opportunities with Social Media for Hotels

 

With the slow adaptation and lack of understanding amongst the hotel industry, providers and marketing teams from hotels and accommodation suppliers can still get incredible results in short periods without massive outlays. With a calculated and systematic entry or review, hotels can reduce their cost of acquisition, increase up sell opportunities and create a greater repeat business model.

Social media is an ideal “vehicle” for distribution of content. Not just content for the sake of content but valuable and relevant content to those that care or want to consume this and more on their ideal topics. Create your own subject specific “channel” for communication.

The first step for hotels is to conduct a keyword, online analysis to see what are the most common and frequently used terms and expressions for their business offering. Not their brands or services. The next step is to listen; that is watch and listen what is being said and distributed about their respective niche. Find out what consumers are looking for, what they are say, how they view competitors and above all determine what they need to get more of in the way of hotels, accommodation, food and meeting venues. Next hotels need to speak, on their passion, there offering and their knowledge of the location and things in the vicinity of their hotel or accommodation. This provides opportunity to promulgate information and establish what works and what doesn’t. It does take time and practice. If it were easy, everyone would have already done it but it is easier than most think. Lastly, it is time to engage. Have two way conversations. Listen to what is said about you, your services and your offering and engage. Honestly an sincerely, not in a fake or prefabricated manner. This is a human-to-human process not corporate to individual. Those days have passed.

Conclusion: Social Media for Hotels

Now that you understand the importance of getting your social media for hotels and online marketing approach correct, you should immediately compare your current approach to the optimized one we have outlined here. In this article we have covered hotel buyers, hotel marketing and online opportunities using social media and other online marketing options. If you put this to immediate use, you will see improvement and significant potential for both increased customers and market share.

Social Media for Hotels by

Tony Ridley

Drucker’s Lost Art of Management: Executive Book Review

Drucker’s Lost Art of Management: Executive Book Review

Drucker's Lost Art of Management: Executive Book Review

4 star rating

 

Drucker's lost art of management

 

 

Drucker’s Lost Art of Management is the Source

It is apparent that many contemporary and popular management concepts have been derived from the works of Peter Drucker. Having read numerous management and executive leadership books, almost all have some taint of Drucker’s original concepts and philosophy, even though it may not be directly credited.

While the book is overly verbose and unnecessarily academic in parts, there is a true wealth of information and alternate thinking throughout.

The principles of opportunity and observance of social ecologies is priceless and will help any senior executive or business owner to quickly “value” their current perceptions and definitive actions in order to determine if they are truly “effective”.

Drucker’s Lost Art of Management for Business Leaders

This was my first direct Drucker engagement but this book has left me wanting more and I have already started to seek out many of the extremely valuable Drucker management and effective business management insights.

I thoroughly recommend Drucker’s Lost Art of Management to all those in aspiring business owners, senior executives and current business leaders for an enlightening and highly informative reflection upon what is truly important in business.

Key Safety and Security Planning Tips for Successful International Corporate Events

Introduction

Post-financial crisis has seen many companies and sponsors return to the international events scene with renewed enthusiasm, evident by increased volume, along with a whole new generation of offerings from providers in the sector. However, despite many internal, mature risk management processes, the majority of international events still continue to present an Achilles heel when it comes to business travel health, safety and security.

Despite the fact the event may be held offsite or away from the usual place of employment, it still does not discharge a company from their usual duty of care or workplace health and safety obligations.

When it comes to international corporate events, meetings, incentives, conferences and gatherings, here is what every planner needs to know to ensure a successful, safe and secure event. In this article you will learn the most important safety and security planning tips starting with location, activities, emergency planning, monitoring and communications. By the end of this article you will have a rapid evaluation criteria and consistent, safe approach to ensure all your international corporate events run smoothly and prevent the majority of avoidable incidents that ruin otherwise great gatherings and corporate events.

Location Selection

Too many planners leap to an ideal location and then attempt to force all the solutions and planning solutions around this ideal destination. The best location must meet the requirements for an enjoyable, successful and functional site for all the planned activities but also provide for all the support needs such as routine medical, reliable transport, secure locations and safe environments. Any location that fails these initial criteria will only amplify any emergency situation and likely result in a higher overall risk to all involved.

While the initial location is important, it is just as important to evaluate all the activities needed for the event and identify any and all social activities that will take place in conjunction with the event.

International Corporate Events

Activity Focused

Corporate meetings, incentives, conferences, and events can be high activity situations with lots of people coming and going along with information sharing and enjoyment opportunities. Therefore all proposed and possible activities must be considered and included in the final plan. This should include everything from arrivals, reception; check in, conference events, networking, social/entertainment, sightseeing, ground transport, shopping, internal travel and departures.
It is paramount that all activities available be considered in the chosen location, not just those provided on the official program as attendees or accompanying partners/families always seek out alternate options, with a high potential for emergency situations outside the traditional plans.
A commonly overlooked element is parallel or simultaneous events and activities. Other company functions, public holidays, climate changes, religious festivals and even internal company events such as product launches or press releases need to be considered and how they will impact the running of the event along with any altered threat or emergency planning concerns.
Only after all the activities, internal and external to the event, have been identified and mapped out can you progress to the emergency management and planning stage.

Emergency Planning First

This may seem counter intuitive but in my experience it is the far superior approach. With a set location and a list of activities you can now start to create broad and detailed emergency planning sessions. The reason this is a better approach is that you do not want to discover areas that require minor or major treatment solutions late in the budget, promotion, and management or confirmation cycles. For example, if you discovered that the local medical services were routinely overwhelmed on a weekend due to peak tourist activity in your chosen location, you would need to either reconsider the location as a plausible option or include onsite medical support as part of your budget and risk mitigation solution. Especially when you consider in your planning the impact and support demands should you have a group emergency such as food poisoning or the collapse of a viewers stand.
With an emergency support plan in place first, almost all your routine concerns and considerations will be itemized for completion. Rooms, transport, ushers, communications, medical, security, service providers and many more will have been considered and prioritized in the planning stage and now await procurement and confirmation in a far more organized sequence by the planning team. These services and requirements in the emergency plan, almost always have a routine and day-to-day requirement anyway, and both cost efficiencies and planning time can be reduced considerably.
No plan or assumptions are ever one hundred percent accurate; therefore a system for continued monitoring and review is also mandatory to ensure success.

Continued Monitoring

Change is inevitable, especially if your event was scoped and planned weeks or months in advance. Therefore a reliable and effective system is required to identify and manage change in accordance to the priority required by the altered outcome.
Dedicated systems and resources, often already present as part of the overall event administration, needs to be harnessed to support the inevitable change management issues. Timings, resources, weather, personnel and services are all likely to alter in some shape or form prior to or during your ideal plan. Clearly defined information requirements, lines of communication, prioritization of response and follow up procedures need to be in place and communicated to those affected or influential to the process. This should be supported with an appropriate vehicle in which to share information such as email, SMS, radios, blogs, bulletin boards and so on.
The more information you collect, the more you have to process but the better informed you will be when making routine and emergency decisions.

Information, Information and more information

Plan to capture and access as much information as possible when managing successful corporate events. Too few planners and event managers appreciate or successfully capture and process routine information that could dramatically improve the efficiency and productivity of an event but also prove pivotal to emergency situations.
Consider well in advance how to store and access information. The right information should be accessible in the easiest possible way by those that need it and the coordination and evaluation of all input should be ongoing. Flight schedules, media events, meals, contact numbers, agendas, weather activity, emergency services, support resources, capabilities, response times, preparation time, cost, expertise, and all other requirements must be pre-prepared, captured and managed throughout the event. All this information should not die with the event’s conclusion but provide a template for future events and even return options for routine and extra ordinary business activity.
With all this preparation, it is almost criminal that too few prepare their attendees adequately in advance with pre-arrival preparations.

Pre-Arrival Preparations

With all the preparation and information activity up to this point, it remains illogical why so much of it is then not shared with attendees and planners. A centralized body of knowledge in which elements can be extracted to provide and prepare attendees is neither difficult nor indulgent.
Group pre-arrival guides, information and key updates should be delivered in a “readable” or “digestible” format to all those likely to attend and support the event. This channel and focus group should be regularly updated with the most salient points regularly until the completion of the event.
A more focused demographic such as organizers, supporters, families, technical personnel, alternate language groups, men, first time travellers/visitors, women and mixed national or cultural groups should be isolated and communicated to with more specific and relevant content. This is not just in the form of a general “goodies bag” that seem to dominate a lot of these events and are rarely read or retained by the majority of attendees. Any further segmentation such as those with dietary restrictions, medical conditions and so on should also be catered for and engaged. Event providers and suppliers could learn a lot in distinguishing themselves from the general market by providing this as part of the attraction and delivery offering. All this does not need to be the sole responsibility of the attending company but could easily be provided by the host facility/entity. Don’t forget, this is a two way street also with many social media platforms available for rapid and widespread distribution should attendees seek to share their opinion, dissatisfaction or even during a crisis. Therefore, channel monitoring is also advisable.
Routine and continued updates should be available that could easily be altered to include priority/emergency information updates should the need arise. Prior development and regular use of any communication platform will only enhance the success and engagement of the event.

Communications

Event planners and managers are almost spoilt by choice with the various means and mediums for communications. The consolidation and consistency of message is the challenge, along with ensuring segmentation of both content and receiver. Facebook, YouTube, SMS, email, blog, website and numerous other social media platforms are all viable means for two-way communication. Planners should have already identified in their emergency planning what local options, limitations or nuances prevail and the best or most reliable for the task.
Regular and enjoyable communications are never a burden but frequent, irrelevant communications puts any emergency communication at risk as users may have already dismissed or blocked specific channels due to abuse. This must also be collaborated with all aspects and planners of the event.
Like all the afore mentioned elements, these systems don’t run by themselves. They need supervision and constant management throughout the lifecycle of the event and should not be shutdown or turned off until the event is officially complete and all attendees under care are safely on their way back to their point of origin.

Continued Management

It is not the plans that are important, it is the planning. Continued management and monitoring is a close second. All events, locations and activities require care and management to ensure they go as close as can be reasonably expected to plan.
Continued management is a team event and not solely dependent upon one or two individuals. Succession planning and redundancies should have been identified in the emergency-planning phase to prevent the vulnerability presented when one or two key people are unavailable momentarily or for extended periods.
Each stage, action and even event should be reviewed and analyzed for opportunities to improve the process or identify overlooked aspects.

Conclusion

When it comes to international corporate events, meetings, incentives, conferences and gatherings, these are the key health, safety and security points that every planner needs to know to ensure a successful, safe and secure event. You now have the most important safety and security planning tips starting with location, activities, emergency planning, monitoring and communications. Use this as a reference and checklist to ensure you have an evaluation criteria and consistent, safe approach to ensure all your international corporate events run smoothly and prevent the majority of avoidable incidents that ruin otherwise great gatherings and corporate events.

 

Tony Ridley

The Best Online Marketing and Business Intelligence Tool

Search Engine Marketing Intelligence Tool

Use the secret marketing, intelligence gathering tool used by online marketing experts!

Try Market Samurai now for free!

 

Most people simply don’t achieve ANY significant rankings due to the insurmountable competition for their “randomly” selected keywords.

And… about 90% of ALL KEYWORDS are simply
Too Hard For You To Achieve Significant Ranking for
in a Reasonable Amount of Time

Most people struggle to get ANY keyword to the front page of Google, let alone have the luxury of discovering that they’re getting NO TRAFFIC, or that they’re making NO PROFIT … they never get that chance because their inability to “read” the competition means they continue to pick keyword after keyword that’s IMPOSSIBLE to rank for.

That’s why being able to “size up” the competition is SO IMPORTANT… the MOST important of the FOUR GOLDEN RULES. Otherwise…

You’ll Unknowingly Step into the Search Engine Ring
with Mike Tyson, and Wonder Why
You Get Sucker Punched Off the Front Page!

To measure your competition, you can’t just rely on a single factor like “Page Rank”. You need a structured, systematic approach to scope out and “take down” the enemy. Lack of attention to this process is what’s responsible for marketers picking keywords that are impossible for their site to rank for.

 

…Makes You Vulnerable to Violating the
Critical 4 Golden Rules, that Cause
99% Of All Online Marketers To FAIL to Rank
for a Significant, Profit-Pulling Keyword…

Search Engine Marketing and Optimization

As you know by now, there are four inviolable Golden Rules, which are responsible for a staggering 99% of marketers FAILING at all to rank for a significant key-phrase (one with Relevance and Traffic and Commercial Value and Acceptable Competition).

As you’ve seen, it’s NOT ENOUGH just to obey just one or even two of these rules. If you break JUST ONE of these rules… YOU WILL FAIL!

You need to obey ALL FOUR RULES.

Let’s quickly recap the 4 golden rules for you

Golden Rule #1:
The vast majority of keywords will NOT be relevant to your website. The search engines will only recognise a small portion of keywords in your market as being relevant, and choosing the wrong (irrelevant) keywords can confuse the search engines’ computerised algorithms – so getting the wrong keywords can cause your site to rank poorly.

Golden Rule #2:
90% of keywords have no traffic. You MUST ONLY target keywords that have significant traffic to make it worth the time and effort the you’ll need to invest to rank. Break this rule, and you’ll waste time and money ranking #1 in Google for a keyword that nobody searches for (which represents 90% of all keywords)

Golden Rule #3:
Many keywords have POOR profit potential and POOR commercial value. You MUST ONLY target keywords that will bring you in CASH, NOT just traffic. Break this rule, and you’ll waste time and money ranking #1 in Google for a keyword that attracts only “TIRE KICKERS” and NOT BUYERS – adding NOTHING to your bottom line.

Golden Rule #4:
90% of keywords are simply TOO COMPETITIVE to realistically rank for in a short-period of time without significant effort, money and time. Without a systematic competition analysis you will pick keywords that are simply TOO HARD for you to make ANY HEADWAY for in the search engines… and YOU
WILL FAIL!

Try Market Samurai now for free!

Why most risk assessments are wrong and dangerous

Despite the popularity and preference for matrix based displays for risk assessments, this video tutorial outlines why most risk assessments are wrong and dangerous. 

 

http://www.siteproweb.com/flash/flowplayer/flowplayer.swf

How the 2011 Thailand elections will affect business and travellers

Introduction

The 2011 Thailand elections will be an eventful few months for the country and businesses and travellers will be affected by the newest political climate change. If you want to know how business and travellers will be affected, then read on. In this article you will learn how recent events and the elections have affected business leaders viewpoints, travel and tourism, government agencies along with the what the next few months has in stall for everyone with exposure to Thailand. By the end of the article you will know all the key facts and have all the ingredients to make a more balanced and accurate assessment of the 2011 Thailand elections and how your business or travellers will be affected.
Following recent discussions and visits to Thailand, I have compiled the sum of all discussions and observations from a variety of business, government, travel and security sectors in this article.

Business Leader’s Viewpoint

The best way to describe the viewpoint of the majority of Thailand based business leaders is polarized. There are those that are adamant, along with their advisors, that the elections signal the end of days for sustainable business in Thailand. This group loves conspiracy theories and sees evidence in their views in every event and incident that happens within the country. Conversely, there are the ones that don’t see what all the fuss is about and believe the entire event is just a storm in a teacup with little concern for the elections or the entire state of the country. This group has also regularly been disrupted by recent historical events within the country as they just didn’t see it coming nor did they have a plan. The problem is that both groups mix with like-minded thinkers and never entertain the validity of either side’s viewpoint nor do they inject new views or opinions into their considerations or final standpoints.
The fact remains that much of the focus and discussions are on issues that are nothing more than inconsequential celebrity dramas. Everyone loves a good story and some juicy gossip but the reality is that not much of these conversations are either relevant to the every day situation in the country or have that much direct impact on business, business leaders or travellers. Most business leaders would be better served focusing on the day-to-day limitations and challenges in the country and how some of these upcoming election events can stress or disrupt the already present deficiencies and sub-optimal business standards within the country but for the most part it will have minimal impact on the majority of businesses and travellers.

Travel and Tourism

The official tourism figures for Thailand are wrong; at best they are significantly inflated. Tourist and travel numbers to the country are down. Anyone can see that main tourist areas and facilities are noticeably more quite than they should be at this time of the year and this trend has been running for several months. However, most of this is not Thailand’s fault and not related to the demonstrations and political tensions over the past couple of years.
Japanese tourist numbers are down due to the tsunami, middle east visitors are down due to unrest and disturbances in their region, Australian tourists are exploiting the week US exchange rate to head to areas they couldn’t previously afford and the Russian and Chinese tourists predicted to add sizable numbers to the annual travel have not materialized due largely to the fact they are not repeat visitors or only travel during narrow windows throughout the year.
Competition for medical tourism is increasing in the region, leaving Thailand to refocus and become more competitive in an area they once dominated.
All these factors combined, has resulted in significantly decreased travel numbers and providers and the industry is feeling the pinch with continuous efforts to get the numbers back up but they are not staying away because of any inherent fear.
Online search terms relating to Thailand and the overall security situation in Thailand indicates the majority of travel safety concerns have long passed and interest in the country remains as strong as ever over the past year.

Police and Military Forces

The upcoming election presents another opportunity for the police and military to re-engage in their long running opposition to each other’s role in the domestic political affairs of Thailand. Old scores have been settled in the past and opportunities to discredit the other have been exploited too. These issues and tactile events are not related to the overall safety and security within the country but do provide news worthy incidents or raise concerns to the uninitiated when a grenade attack or shooting takes place. While it is highly possible similar events will occur during the election (post pre and post election periods) it will not have a major impact on either businesses or travellers, as it hasn’t in the past 50 years this division has been taking shape.

Monarchy

Many are still concerned or talking about the monarchy and in particular the health of the king and a succession plan. His influence is not what it once was and many have already factored in this new influence into both financial markets and business threats. It is no secret that the King is highly revered and any decline in his health or passing will affect the country immensely but it will not trigger any major disputes or political realignments that have not already taken place or have not been in play for many years already. As to the succession issues, this will be a mere spectator drama as people and groups take sides but it will not have a great impact on the country’s business and travel landscape to any great degree, in either the short or long term.

Wild Cards

Demonstrations and political disputes have and will continue to provide for wild card entrants. Black shirt heavies, settling of outstanding business disputes, random acts of violence, crimes of opportunity are all possible but not part of the overall theme or related to the events taking place. Unfortunately most are unable to discount or separate these acts and see all events as parts of the whole. Unless directly related to the political outcome, business operations or travellers, such events should be assessed and identified as unrelated and decoupled from the overall view or assessment before seeking to modify any pre-prepared plans on the basis of one or more unrelated, albeit exciting, events or incidents.

The Path to Major Disruptions

In order for the elections to contribute to any major changes within Thailand that would affect business and travellers, there would need to be several significant indicators or events present before such a path was inevitable or plausible. These events would not be limited geographical issues such as demonstrations or small scale political disputes but widespread systemic changes to the law, business climate, personal safety, economic stability and so on. Given the time and will required to affect such changes, none of this would be an overnight scenario but would take time and present in a series of related steps with the end objective clearly telegraphed and apparent to all. Therefore, businesses, leaders and travellers would have more than sufficient time to identify the change, modify plans and respond accordingly without the unnecessary pressure of immediate or spontaneous decisions.

Past Demonstrations Impact

Demonstrations and disruptions are not new to Thailand, particularly to Bangkok. The economic loss and sustained business impact these events have caused have greatly reduced local, public support within Bangkok for such actions. Across the board, business owners and employees have suffered as a result of the hype and reality of past demonstrations and sporadic violence.
In order to get sheer numbers to attend and support specific political parties events, they have bussed most of them in from loyal jurisdictions or rural communities on promises of fee-for-attendance/support. This remains the only real way to get such numbers but increasingly locally affected business are fed up with the loss and inconvenience rallies and demonstrations have created. Not to mention the negative image the country has attracted due to the various news reports, images and occasional violence.
Future political action is unlikely to follow the same model and local support within Bangkok especially will be very low and likely not to be tolerated for as long as it has been in the past, by all stakeholders.
General awareness of the great divide between social classes or the so called haves and have nots is growing. Speed and ease of communications has guaranteed that many more Thais are aware of the existing and growing divide between the privileged and general masses. While this will be a political lightning rod for some campaigners it will not be fixed in the short term however many Thais will be increasingly more vocal and motivated to seek change if they continue to feel exploited for other’s gain.

Strategy Versus Tactics

Strategy should be the main concern and interest for business leaders and observation of short-term tactics the concern for travellers. Very few events have warranted the label or consideration as strategy by both sides, with most business leaders focusing too much on the isolated tactile events that have short term, minimal impact upon their various businesses. Tactics include demonstrations, violence, road closures, and political accusations. Strategy is how the business landscape and opportunity will change or look in 6 months to a year from now. Very little regarding strategy is likely to affect businesses (nor should they waste an inordinate amount of time analyzing it either) but occasional tactical issues will present which can be observed and mitigated with good planning and implementation for the most part.

Forecast

The Thailand election for 2011 will disappoint most. It will not bring immediate and sweeping changes for those in need, it will not resolve all the political tensions and divisions within the country and it will certainly not deteriorate into an outright civil war. There will be peaks and troughs throughout the campaign and like all campaigns around the world it will not we devoid of scandal, excitement and change. However, for the most part, this will be mere white noise for business leaders and travellers. The focus should be on filtering out what is good for news broadcasts and what is relevant or within context to your situation or events.
Expect lots of archive footage, narrow street scape images with the message of military oppression, high volume reporting on any and all violent acts and comprehensive calculations and predictions on just how many colored shirts are at any one location or event. Do not expect a balanced and rational view in context to the overall size of the country and how a few disrupted intersections do not indicate the collapse of a country. Expect foreigner’s opinion and views to go up and down also, but this will be in response to media stimulus or the lack of comparative information. Again, not a real indicator.

Have a plan for general business continuity, know when travellers should/shouldn’t travel, pre-prepare an emergency plan for the more routine events such as power outage and denied access, consider relocation options if the need arises, map your resources and assets, monitor and track events as they relate directly to you, have a failsafe communications plan, use if often, prepare/educate your personnel and set up in advance your key requirements and resources to ensure successful business continuance and resilience.

Conclusion

Now you understand why the 2011 Thailand elections will be an eventful few months for the country and businesses and travellers, and why they will be affected by the newest political climate change. You now know how business and travellers will be affected. Recent events and the elections have affected business leaders viewpoints, travel and tourism, government agencies along with the fact that many are almost hoping that the election will bring suffering and catastrophe to all. This is not the case, but you need to continue to monitor the situation for the distinct changes that will mark a more problematic period but it will not be widespread disruption and violence as predicted by some. Consider all this before making your business and travel decisions and ensure you have plans and resources for any and all contingencies you need to implement. For those with completed plans, consider the above advice and forecast against your current assumptions and plans and ensure they remain relevant. For those yet to plan for the events, re-read this article and make the right plans for the most plausible events and situations without wasting too much time and resources on an “end of days” scenario that is highly unlikely to occur.

Fraud, Audits & Investigations: Tools, Software and training with Tony Ridley and Wade Davies

How to tutorial and information session with two of the industry's experts on fraud audits, investigations and the best tools and approach to get the desired results. Includes software recommendations. 
 

http://www.siteproweb.com/flash/flowplayer/flowplayer.swf

Better Risk Assessments, Management, Tools and Metrics

Better methodologies, formats and tools to effectively measure and communicate threat analysis findings. 
http://www.siteproweb.com/flash/flowplayer/flowplayer.swf

Why most risk assessments are wrong and dangerous

Why the use of threat and risk matrix based tools are wrong and dangerous to companies

Google Docs for business intelligence: Security, Crisis, Travel, Safety, Operations and Marketing

http://www.siteproweb.com/flash/flowplayer/flowplayer.swf

How the killing of Osama Bin Laden will affect business travel

Introduction

 

The death of Osama Bin Laden does not conclude the global threat of terrorism but in many instances it will trigger a new wave or business travel threats. If you want to know more on how the killing of Osama Bin Laden will affect business travel then you need to read this article. This article will identify the major delays, disruptions, risks and threats to business travel as a result of this high profile leader’s death. By the end of the article you will know the key issues affecting business travel as a result and be able to identify the primary areas for travel planning and risk management focus. 

 

Bin Laden’s Death

 

The death of Osama will no more signal the collapse and conclusion of global terrorist events than if the CEO or chairman of a major multi-national were to die also. Global and local terrorism threats are made up of networks, many redundant and independent of any one single point of leadership. Standing Armies, Air Forces and Navies are also constructed along such lines. Would the death of a General bring an Army to a halt? Not likely. Therefore, while being a major news and emotional event for many it will have little to no effect on the command and control of sympathetic terrorist groups. It will embolden some to act, rally to the cause and even further elevate Bin Laden as an icon for their actions, much the same as Che Guevara has evolved as the face of freedom fighters the world over. 

 

Terrorism

 

Terrorism remains a minor threat to business travel based on the volume of travel and those affected. The responsibility and duty to combat such a threat still remains within the government realm and not that of corporate entities although they do need to be aware of developments and capabilities for local governments to combat or prevent attacks to ensure their travellers do not become targets or affected. Business travellers will still be more likely to be affected by delays, disruptions and threats from more routine and frequent issues such as motor vehicle accidents, illness, airline disputes and bad weather. 

 

The Real Threat to Business Travel

 

The real threat to business travellers in the wake of the death of Bin Laden will be the subsequent response by the global aviation security and government intelligence agencies. Most will view this result as a success but also be immediately focused on the potential for reprisal. Many individuals and groups are already in the advanced stages of planned attacks but others may rush to action and attack in support of Al Qaeda or Islamic extremists. Their single-minded attention on these issues will result in greater inconsistencies, delays and threats to business travellers. 

 

Airport Security

 

Airports will become even more unpredictable as to what and how security measures are implemented and changes are all but guaranteed. These changes will further disrupt the efficiency and flow of check-in, boarding, screening, arrivals and departures. However, the effects and approach will not be universal nor predictable to the average traveller and delays, disruptions and missed flights will results and further impact the effectiveness and efficiency of business travel. Company risk and security managers may also be on a hair-trigger and cease, suspend or defer business travel until they get “more information” on the situation, further compounding the issue. If history is any indication, any minor or major incident in the coming weeks and months will result in knee-jerk security treatment solutions that impact more travellers than it prevents terrorists. 

 

Affected Demographics

 

Profiling and heightened security measures will be applied to specific ethnic groups, nationalities and those traveling through identified travel corridors. Once again this will be inaccurate, inconsistent and opaque to the majority of travellers who will suffer the wider effects and possibly even personal effects of such changes. Those traveling from the Middle East, of Pakistani ethnicity, Muslims, single males, those with beards, women in burkas, travellers with no check-in luggage, those paying by cash or even those that “act funny” at the airport will all draw the attention of someone who is looking at reasons why someone poses a threat or could jeopardize air safety and security, therefore requires interception. 

 

Conclusion

 

The world is no safer or riskier than it was the day before Osama Bin Laden was killed. The subsequent actions and reactions following his death however will impact the landscape in which business travellers journey through. Hopefully it will be short-term but should we see the slightest hint of threat or reports from the government agencies then we are all likely to be subjected to greater delay, disruption and risk due to this relatively low level threat. Osama’s death will not signify the end of terrorism, business travellers need to remember there is continued and greater threat from the more routine, airport security will have it’s ups and down in the coming weeks/months and the color of your skin, accent, religion and point of origin will all play a role on how you are viewed by the various security agencies. 

 

While this event should not have had any major impact upon business travel, in reality it will. Now you know what the real threats are, you should prepare yourself and your travellers for the road ahead to ensure they continue to remain productive, efficient and safe during the course of their various business travel demands. 


Context of risk is MORE important than data alone. Consider the GREATEST risk destination to that which is reported on by Government Travel advisories. American travellers are MOST likely to die in Pakistan, Thailand and the Philippines than Mexico.

Travel safe, smart, informed and prepared


Before you manage risk, you need to be clear on what is “valuable” first. https://howsafe.is/


Consultants help companies get better, smarter, faster and more efficient…but what if they don’t comprehend the future yet?


How safe is….[your travel city]..? https://howsafe.is/


How “safe” is your trip? Find out at https://howsafe.is/


How to identify true professionals https://crisisdepartment.com/