MICE is increasingly being recognised as a strategic investment for businesses. (Source: Collected)
The True Value of MICE Goes Beyond the Number of Attendees
A fully booked conference, a programme running on schedule, and satisfied guests are all signs of a well-organised event — but they are not enough to prove that the investment has been effective. The deeper value lies in what changes after the programme: whether business partnerships progress, whether employees feel more motivated, and whether the brand leaves a lasting impression on the right audiences.
The Incentive Research Foundation’s Measuring Incentive Travel Program Effectiveness study (IRF, 2026) shows that although many organisations view the impact of incentive travel positively, demonstrating concrete effectiveness remains a challenge. While this data does not represent the entire MICE sector, it raises an important question: does a programme that participants enjoy necessarily deliver the business outcomes an organisation expects?
MICE, therefore, should not be evaluated solely on what happens during the few days of the event. Depending on the objectives, its value can emerge across three closely connected dimensions: expanding business opportunities, strengthening employee engagement, and building long-term brand equity.
The value of MICE can serve multiple objectives at the same time: fostering business connections, strengthening employee engagement, and reinforcing brand image. (Source: Collected)
From Meaningful Encounters to Business Collaboration Opportunities
Online communication is becoming increasingly common, but face-to-face interaction still holds distinct value when businesses need to build and strengthen trust. Discussions, informal meetings on the sidelines, or shared dinners can help partners better understand one another’s needs, resolve outstanding issues, and open the door to new forms of collaboration.
For this reason, rather than simply reporting how many delegates attended, businesses should pay closer attention to who was present, which conversations created value, and what happened after the conference. The number of follow-up meetings initiated, qualified commercial opportunities generated, or agreements under negotiation can be far more meaningful than a standalone attendee figure
From a Journey to Stronger Employee Engagement
From an internal perspective, incentive trips, annual conferences and recognition ceremonies can become part of a broader people development strategy. A top-performing salesperson is not only rewarded; they are also recognised publicly, given the opportunity to share their achievements with colleagues, and made to feel more clearly valued by the organisation.
MICE programmes can become an important touchpoint for strengthening employee engagement. (Source: Collected)
Through recognition ceremonies, team activities and closer interactions with leadership, participants have the opportunity to better appreciate the value of their own contributions. A trip alone cannot solve the challenge of talent retention, but when aligned with a consistent people strategy, it can help nurture motivation and a stronger sense of belonging within the organisation.
From Event Moments to Long-Term Brand Value
Every moment of an event can create lasting communication value. (Source: Collected)
Communication value does not necessarily end when the event does. Videos, partner testimonials, stories of those being honoured, or emotionally resonant images can continue to convey the brand’s identity long afterwards. More important than the volume of content is whether the actual experience reinforces what the business wants to represent — professionalism, creativity, or a genuine commitment to people.
When the Destination Helps Shape the Value of MICE
All three value dimensions begin with the organisation’s objectives, but the results also depend on the conditions required to bring those objectives to life. A partner networking programme needs to bring together the right people; a recognition event requires a setting with the appropriate sense of occasion; and a brand campaign needs an experience that reflects its intended message. The destination, therefore, is not simply where the conference room is located, but part of the overall value design.
For groups travelling from different cities or countries, an inconvenient journey can affect attendance; complicated transfers can reduce the time available for networking; and an experience without distinctive highlights may make the programme less memorable. Infrastructure and services therefore need to be assessed as an integrated whole.
Phu Quoc illustrates how a resort destination is expanding the conditions needed to serve the MICE market. Alongside its established tourism appeal and services, the island is developing aviation, transport, convention and accommodation infrastructure in connection with APEC 2027. The fact that these projects are still under development does not mean that the island’s full operational capacity is already in place today, but they provide a basis for assessing Phu Quoc’s potential from the perspective of specific corporate client needs.
From Air Connectivity to Expanding the MICE Market
Sun PhuQuoc Airways operates under a “destination-linked airline” model, with Phu Quoc serving as its primary connectivity hub.
For multinational forums or conferences with guests arriving from multiple departure points, the journey itself is the first factor shaping the overall experience. Convenient flight connections can reduce transfer times, simplify arrival and hosting arrangements, and make participation more feasible. This, in turn, gives businesses greater flexibility to invite more partners and devote more time to high-quality meetings.
As part of its strategy to strengthen Phu Quoc’s connectivity, Sun Group is gradually developing an aviation ecosystem through Sun PhuQuoc Airways alongside the expansion of Phu Quoc International Airport. The combination of the airline and airport infrastructure is expected to provide a foundation for the Pearl Island to enhance connections with domestic and international markets, meeting the increasingly diverse travel needs of both leisure visitors and corporate groups.
Notably, on September 22, 2026, Sun PhuQuoc Airways took delivery of its first wide-body Airbus A330, with the goal of adding eight A330 aircraft to its fleet by April 2027. This marks an important step in the airline’s international route development plans, including the Phu Quoc – Moscow service scheduled to launch on November 13, 2026, followed by plans to expand connectivity to Japan, Australia and other potential markets. For the MICE sector, the development of long-haul direct routes could provide an additional advantage in attracting conferences and events with international delegates, particularly as travel time and destination accessibility are important factors in decisions about where to host an event.
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Integrated Infrastructure: A Foundation for Enhancing Event Quality
Guests may arrive on time, yet an event can still struggle to create meaningful value if every discussion has to be rushed. In MICE, the quality of a conference depends not only on equipment and capacity, but also on how well meeting spaces, accommodation, hospitality and informal networking areas complement one another.
When activities are arranged conveniently, delegates have more time for in-depth discussions and face-to-face interaction; organisers face less operational pressure, while businesses are better able to focus on their networking objectives. The ability to meet these needs simultaneously is particularly important for multi-session conferences, high-level events, or groups with diverse service requirements.
The Bai Dat Do Hotel Boulevard is expected to bring together four premium Marriott International brands, positioning the Pearl Island as a destination for luxury resort tourism and MICE travel.
In southern Phu Quoc, high-end resorts within the Sun Group ecosystem already form part of the destination’s existing service infrastructure. Alongside these, the APEC Convention and Exhibition Centre, the Bai Dat Do hotel complex and transport infrastructure serving APEC 2027 are currently under development. Once these future projects are completed and brought into operation, they could provide additional options for events that require conference facilities, accommodation and connectivity to be planned in an integrated manner.
A large-scale development can expand hosting capacity, but its value to businesses will still depend on whether the spatial layout, travel time and opportunities for interaction genuinely align with the objectives of the programme.
Destination Experiences: Extending Value Beyond the Conference Space
What remains after a conference is not necessarily the longest speech, but perhaps a conversation over dinner or a shared experience that creates a sense of connection. For incentive groups, it may also be the feeling of being valued; for partners, it may be the impression of the host organisation’s thoughtfulness and distinctive identity. For this reason, activities outside the meeting room should be designed as a continuation of the programme, rather than added simply to fill the itinerary.
An event focused on business negotiations may allocate more time for private meetings; an incentive journey for top-performing agents may place greater emphasis on recognition and exploration; while an internal conference may prioritise sharing activities. The goal is not a packed itinerary, but an experience that suits both the programme objectives and its participants.
Southern Phu Quoc’s tourism strengths provide a wide range of possibilities for this approach: the over-sea cable car to Hon Thom, the architectural setting of Sunset Town, Kiss Bridge, and artistic performances such as Symphony of the Sea and Kiss of the Sea. These Sun Group-developed experiences can complement a conference-and-leisure itinerary, creating memorable highlights that guests are likely to remember and share after the trip. The selection of specific activities should be based on operating schedules, group service policies and practical arrangements.
Southern Phu Quoc’s tourism and entertainment ecosystem offers diverse options for MICE programmes.
From a business perspective, Phu Quoc’s advantage lies not in the number of projects or attractions, but in the ability to connect them into a purposeful journey: aviation helps bring guests together, infrastructure enhances event quality, while destination experiences extend the impact of the event. Through this lens, Sun Group’s investment story can be understood in direct relation to the value of MICE.
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Post-Event Measurement: How Can Businesses Assess the Effectiveness of Their MICE Investment?
A successful MICE event should be assessed not only by the quality of its organisation, but also by the outcomes achieved after the programme. For a client conference, these may include new collaboration opportunities and progress in negotiations; for an incentive trip, stronger employee engagement and motivation; and for a brand event, greater audience reach and stronger message amplification.
To evaluate effectiveness, businesses should define measurement indicators from the planning stage, combining financial results with values that are more difficult to translate directly into revenue, such as trust, engagement and brand recall.
Ultimately, the lasting value of MICE lies not in the scale of the event itself, but in the relationships strengthened, the motivation inspired, and the opportunities for growth that continue after the programme has ended.
