CADENCE collaborated with a local DMC partner to put on a big beach bash at the Hotel del Coronado, in Coronado, CA.

When planning corporate events, partnering with Convention and Visitors Bureaus (CVBs) and Destination Management Companies (DMCs) can often save corporate meeting planners time and money, while streamlining the entire planning process by leveraging these organizations’ vendor networks, negotiating prowess and local expertise.

Kat Scott, director of sourcing and industry relations, meeting + incentives at CADENCE, truly values her company’s partnerships with CVBs and DMCs. As she explains, in recent years, event planners have been leaning on them not just as destination experts, but as strategic partners throughout the entire lifecycle of an event, from the earliest decision making stages all the way through execution.

“There have been many changes happening over the last three to five years. With constantly evolving regulations and infrastructure considerations, working with our CVB and DMC partners has made local expertise indispensable,” Scott says. “At the same time, attendees are demanding immersive, authentic experiences that go beyond the traditional meeting space, creating an opportunity for our DMC partners to help us excel by helping our planners think outside the box.”

From a planner’s perspective, Scott says these relationships have shifted from being a “nice to lean on gently” service, if needed, to being an essential, strategic partnership.

“Trusted CVBs and DMCs are no longer simply service providers; they act as true extensions of the planning team, helping us deliver events that are logistically seamless, trustworthy in service, culturally relevant and strategically aligned with broader organizational goals,” Scott says.

CVBs and DMCs provide planners insight that goes way beyond what you’d find on a website or in a venue brochure — things like the latest city regulations, seasonal factors planners might not think about, and even those hidden-gem venues that their local relationships can provide.

“That kind of insider knowledge helps us avoid future issues and make choices with a lot more confidence,” Scott says, adding that other major benefits that some CVBs offer are financial incentives and marketing support.

At CADENCE, the meeting planners bring their CVB partners into the planning process from the very start. They typically reach out to the CVBs when they send RFPs to selected hotels.

“We bring in our DMC partners once we have narrowed down our list of destinations and discussions about planning a site visit begin,” Scott says. “That way, we’re leveraging both sets of expertise strategically and making sure every decision — from site selection to execution — is backed by both local insight and our planning expertise.”

Paula Jurvanen, director of event strategy at Worldwide Events, plans events focusing on segments such as healthcare, luxury incentives and the independent sector. Jurvanen works with U.S-based CVBs and DMCs in help evaluate destinations for events. Jurvanen says that, in recent years, CVBs and DMCs have become increasingly valuable to event planners. These partnerships are now not only more strategic but also essential to delivering immersive, seamless and locally authentic experiences.

Historically, DMCs and CVBs were seen largely as logistical support — handling transfers, venue sourcing and basic coordination. Today, they are co-creators of the event experience, adapting to rising client expectations.

“Planners are no longer satisfied with traditional, generic options; they want new, bespoke and authentic programs that reflect the destination,” Jurvanen says.

At the same time, there is growing emphasis on sustainability and social responsibility. As Jurvanen explains, CVBs and DMCs play a key role in helping design programs that highlight local food and beverage, reduce transfer times and incorporate CSR initiatives with community partners.

“Planners also value CVBs as a one-stop shop: they provide free resources, share timely updates about the destination and use their networks to reach multiple suppliers efficiently,” Jurvanen says. Hotels and venues are often accustomed to working through CVBs, which simplifies the process significantly. Of course, not all CVBs operate at the same level, but where a destination is proactive and vocal about the support it can provide, planners are far more likely to engage with them. In many cases, the available resources are far greater than planners realize – and that is where CVBs and DMCs can add real value.

Apryl Roberts is the producer/ owner of Apryl Roberts Productions. In Roberts’ experience, she sees that DMC and CVB usage have remained steady and/or slightly increased as the demands for shorter turn arounds for events have increased.

“The only variant present now is that some planners are using AI to assist in some of their destination planning, but it still does not fill in the gaps of local relationships and experience that CVBs and DMCs possess,” Roberts says.

Indeed, as competition increases, insider knowledge has become the real differentiator. CVBs and DMCs don’t just share what’s available today —  they provide insight into what’s new, what’s next and what’s in the pipeline, much of which you simply won’t find online.

“Working with CVBs and DMCs helps to streamline the planning process. They offer hands-on assistance, by helping the planner to manage event logistics and guest experiences. RFPs are also consolidated which saves planners time and effort,” Roberts says. “Most importantly, these resources provide planners with local expertise regarding vendors and venues.”

These partnerships also add strategic value. They can advise on the best or alternative dates, highlight which partners are more flexible in negotiation and explain why, ultimately saving planners both time and money.

“They can also help stretch budgets further by unlocking city support, permits or even subsidies that planners may not know exist,” Jurvanen says.

In addition, as Jurvanen explains, many CVBs are able to share benchmarks from other planners who have hosted events in their city, turning decision-making from guesswork into data-driven insight. Just as importantly, they help secure buy-in from local stakeholders, opening doors to deals and experiences that are not available through online research alone.

“For international events, having a trusted partner on the ground is invaluable. CVBs and DMCs can negotiate on your behalf, unlock access to options you couldn’t reach independently and smooth the logistical complexities of working in a new market or in location with language and culture barriers,” Jurvanen says. “In short, they make it possible to deliver not only an event, but a seamless destination experience.”

The importance of working with CVBs and DMCs is even more essential when working in another state or overseas, such as this CADENCE event in Marbella, Spain.

Developing A Solid Working Relationship

Roberts typically works with CVBs and DMCs for assisting in finding and coordinating all of the venues and hotels that she will be working with to best meet all of a corporation’s goals and needs as it relates to the planned meeting or event. She also uses them to assist in finding talent and entertainment in the area.

“I also research the locality that we will be hosting in and identify some key offerings that I may wish to incorporate for the event,” Roberts says. “This allows me to effectively communicate with the CVB and/or DMC what my specific needs are to aid in streamlining the planning process.”

When planning events, the Worldwide Events Group team runs a transparent application process: announcing a bidding window, setting timelines and inviting destinations to submit proposals. Once proposals are in, they shortlist the strongest candidates and then move into deeper discussions.

“A crucial step in our decision-making is evaluating client fit: does the destination have the right infrastructure, accessibility and experiences for our specific audience? Flight connectivity is always high on the checklist — accessibility can make or break delegate experience or whether they decided to attend at all, so it’s central to our evaluation process,” Jurvanen says. “It’s also a great advantage to work with DMCs that operate in multiple destinations. They bring a comparative perspective, advising on a destination’s appetite to host an event, highlighting more suitable or low-demand periods and ultimately helping planners secure stronger deals and greater value.”

Mistakes To Avoid

The most common mistake Jurvanen sees meeting planners make is treating CVBs like tourist offices rather than as strategic partners. Too often, planners issue an RFP focused only on facts: numbers, budgets and perhaps a preferred location. But Jurvanen says if a planner starts the conversation earlier, with a strong CVB or DMC, and frames it around the goal of the event and the experience a planner wants people to have, they can influence the design in ways you may not have considered.

“A strong partner can surprise you with creative options, introduce unique vendors and open doors to opportunities you wouldn’t have thought of yourself,” Jurvanen says. “The earlier they’re engaged, the more they can help shape not just logistics, but the entire impact of the event.”

CVBs and DMCs are naturally focused on showcasing the positives — they’re selling their destination. But if a planner only hears what works well, they can easily miss the potential issues.

Roberts points out that the common mistake that most corporate meeting planners make when working with CVBs and DMCs is not properly assessing their event’s specific needs along with not thoroughly vetting a potential partner’s reputation, offerings and, most importantly, their costs.

She recommends planners ask the DMC or CVB for their experience with working on your type of event and client, local venue/vendor relationships they have established and discounts they may be able to offer during the planning process.

“Planners might also stick to surface-level RFP questions and overlook the bigger risks. Not asking the right questions about infrastructure, seasonality or political context creates blind spots,” Jurvanen says. “A good question to ask a CVB is: ‘What are the common pitfalls planners face here?’ Whether it’s transport bottlenecks, local holidays or overlooked regulations, knowing this early means we can prepare for it —  and ultimately, deliver a smoother event and a better experience.”

The role of CVBs and DMCs is not just to sell a convention center or a venue, but to help planners build a broader destination strategy —  one that enhances the attendee journey from arrival to departure. Jurvanen’s advice is to invest in building strong relationships with these local experts and involve them not only in sourcing suitable services and suppliers, but also in shaping the overall strategy for how to create the best possible experience for your attendees.

“We are already seeing a generational shift: Younger audiences are prioritizing experiences over possessions. Their consumer behavior —  from spending on live events and concerts to travel — reflects a broader focus on experiences, amplified by social media culture,” Jurvanen says. “As these younger generations move into our industry, the expectation for meaningful, memorable experiences at events will only intensify. This is why it’s essential that planners focus not just on the figures and logistics of an event, but also on the depth and quality of the attendee experience, and CVBs and DMCs are uniquely positioned to help deliver that.”

Roberts says corporate meeting planners should ask questions, never assume. “All CVBs and DMCs are not the same,” Roberts explains. “They all have different expertise, experience levels and offerings. Research and compare each to determine which one will be the best fit for your event.”

“At the end of the day, success will come down to the loyalty and trust in the relationship that is built with your CVB and DMC partners,” says Scott. C&IT