At the 2025 ICCA BI Coopetition, Tourism New Zealand was recognised as the winner for its innovative project, "Maximizing Conference Success: A Replicable AI and BI Model for Destinations." The project was presented at the ICCA Congress by Penelope Ryan on behalf of Tourism New Zealand and was developed by Sherylee Eyles, whose insights are featured in this interview.
Facing the unique challenges of competing as a long-haul destination, Tourism New Zealand developed a strategic approach that combines ICCA Business Intelligence (BI), AI, and CRM integration to identify high-potential conference opportunities, prioritise resources more effectively, and strengthen engagement with local champions.
The winning project demonstrates how destinations can move beyond traditional conference prospecting by combining data-driven decision-making with practical workflows that turn insights into action. By leveraging ICCA BI to analyse meeting rotation patterns, sector alignment, and regional movements, Tourism New Zealand has been able to build a more focused and strategic pipeline of opportunities while improving efficiency and confidence throughout the bidding process.
In this interview, Sherylee Eyles shares how Tourism New Zealand uses ICCA BI to gain a competitive edge, the features she relies on most, and why destinations should view ICCA BI as far more than a database. Her experience offers valuable lessons for ICCA members looking to make smarter decisions, maximise resources, and unlock new opportunities through business intelligence.
Read on to discover how Tourism New Zealand is combining ICCA BI, AI, and strategic thinking to create a replicable model for conference success.
What features of the ICCA BI database were most useful in your project?
What stood out most to me was ICCA BI’s ability to combine global historical data with practical filters that reflect real-world destination strategy. Being able to filter by sector, geography, meeting size, rotation pattern and local representation allowed me to move quickly from “what exists” to “what is realistically winnable for New Zealand.”
The series and editions data categories were especially valuable for analysing rotation cycles and identifying gaps where New Zealand could be competitive. Combined with the notes and collaboration features, ICCA BI became not just a research database, but a living workspace for prioritising, tracking and sharing intelligence across the team.
Can you share examples of how you’ve leveraged ICCA BI to secure key wins and drive growth?
One of the most impactful outcomes has been the ability to reduce manual research time while increasing the quality of opportunities we pursue. By using ICCA BI to analyse rotation patterns and regional movements, we’ve been able to narrow large lists of potential conferences into a focused, high-value pipeline.
That focus has translated into better conversations with local champions, more strategic use of bidding resources, and a stronger alignment between our national priorities and the conferences we pursue. While the wins themselves are important, the real growth has been in how efficiently and confidently we can now move from data to action.
What aspects of ICCA BI do you use most frequently, and how have they improved your productivity or insights?
I most frequently use ICCA BI for series analysis, rotation tracking, and destination/sector filtering. These features allow me to step back and look at patterns rather than individual data points - for example, understanding where a conference tends to rotate regionally, how often it moves, and when it may be “due” to look beyond its usual host markets.
What motivated you to participate in the BI Coopetition?
New Zealand faces some very real challenges as a long-haul destination, and I wanted to challenge myself to rethink how we compete. The BI Coopetition felt like the perfect opportunity to explore how data, technology and AI could be combined with ICCA BI to create a smarter, more strategic approach to international bidding.
I was also motivated by the collaborative spirit of ICCA - the idea that through sharing better ways of working, we’re collectively lifting the capability of the global business events community, not just our own destinations.
How did you strategically use ICCA BI to gain a competitive edge?
The competitive edge came from moving beyond volume and toward intentional prioritisation. ICCA BI allowed me to identify countries with similar expertise, align them with New Zealand’s strategic sectors, and then layer in rotation intelligence to assess timing and likelihood.
By integrating ICCA BI with secure AI tools and CRM tracking, I created a workflow where insights flowed directly into action - from identifying the right series, to finding and engaging the right local champion, to tracking progress over time. That end-to-end visibility is what turns data into advantage.
What message would you share with ICCA members who are (or are not yet) using ICCA BI?
My message would be start small, but start intentionally. ICCA BI is incredibly powerful, but its real value comes from asking the right questions of the data. Whether you’re a mature destination or just beginning your international strategy, ICCA BI can help you focus your efforts where they matter most.
For members not yet using it fully, I’d encourage you to explore it as a strategic tool, not just a database. For those already using it, keep experimenting, keep sharing insights, and don’t be afraid to combine it with other tools and ideas. The more we all contribute and collaborate, the stronger and smarter the platform becomes for everyone.