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110 convention and visitor bureau
each position on the chart should have a job
description detailing specific duties. Sound practice
refers to management creating an environment
conducive to internal control. Policies such
as sound hiring procedures, a vacation policy and
bonding of employees are sound practice, as is
instituting a code of ethics. The selection and
training of employees is essential to a control
system to ensure employees are competent and
trustworthy. Segregation of duties refers to assigning
different employees to different functions,
which creates checks and balances that can
prevent errors and enable the detection of theft.
Authorisation procedures ensure management
authorise every business transaction according to
set guidelines. Adequate records are necessary to
record transactions and they facilitate control and
create audit trails. Procedure manuals detail the
requirements for each job position which leads to
consistent job performance. Physical controls
include safes, locks, control of document and
other security devices. Budgets and internal
reports provide a vehicle for management to
monitor its goals. If goals are not met, management
can take corrective action. Finally, independent
checks on performance refers to internal
auditing and external auditing on performance to
ensure that control systems are functioning
properly. As such, for a control system to be
functional it must meet specific objectives and
reflect specific characteristics in areas such as cash
receipts, accounts receivable, purchasing, payroll,
income control, food and revenue control and
analysing budgets.
Further reading
Gellor, N. �1991) Internal Control, Ithaca, NY:
Cornell University Press.
Schmidgall, R. �1995) Hospitality Industry Managerial
Accounting, East Lansing, MI: Educational Institute.
convention see meetings business
BERNARD FRIED, USA
convention and visitor bureau
Most cities and many communities establish
convention and visitor bureaus �CVBs) or destination
marketing/management organisations as marketing
agencies to encourage visitation, both for
pleasure and business, and as advocates for tourism
development initiatives.
CVBs can be structured as independent nonprofit
agencies, or may be a department within
government or chambers of commerce. A major
mandate is to work in cooperation with hotels,
convention centres, transportation companies, tour
operators and other local businesses. The purpose
is to generate sales leads, secure confirmed bookings
and to provide services �for example, reservations,
hotel commitments, tour arrangements,
concierge service and on-site registration) for
organisations and/or their agents planning large
meetings, conventions or trade shows. Services
provided are usually free since they are funded
through a combination of hotel room taxes,
government funding and membership dues. Not
all CVBs can afford to provide the same level of
services, so there is a move to subcontract or
partner with private firms.
Because of intense competition among destinations
for tourism dollars, CVBs have had to
become masterful marketers of their destination's
offerings. The overriding objective is to achieve
sustained growth in the numbers of tourists, their
length of stay and levels of expenditure. Strategically,
the marketing mandate begins with the
development of a clear, consistent image and a
branding approach that is based on a wellresearched
understanding of various markets.
Targeted advertising, describing attractions, facilities
and services, is designed and delivered to
generate awareness and visitation from regional,
national and international tourists, tour groups and
convention delegates. Information is also disseminated
through trade and membership publications,
call centres and, increasingly, well-designed Internet
sites which are linked to tourism businesses and
organisations throughout the area.
Major challenges include the championing of
tourism projects, particularly those that require
public funds �hence the need to encourage
economic impact research to reveal distinct