Associations and destinations have a mutually beneficial relationship when it comes to meetings. The right destination can increase attendance, support an association’s core values and goals and reach its core audience where they are. The right destination boosts revenue and attendee satisfaction, which impact not only current meetings but future meetings as well.

An association meeting can help showcase a destination’s partner hotels, restaurants, arts, sports, entertainment and infrastructure improvements to an audience that spends during a meeting and potentially spreads the word and impacts visitation long after. It’s a win-win — if planners choose the right city. But choosing the right city around which to build a meeting is complicated.

To start, Lisette Garrity, CMP, vice president of meetings for American Society of Association Executives (ASAE) in Severna Park, MD, says tiers matter. “The right destination will really want to host the organization and thus will be more willing to give concessions, better rates, more of their team. They’ll be more involved in planning and providing resources.”

Planners also must be realistic about their numbers, what they offer the destination and what they need in return. Do they want to take over a destination and convention center or just one or two hotels? Will attendees bring family who will spend money locally? Will the association integrate the destination and what it wants to promote into its core program? Are the association’s dates flexible?

Large meetings would seem to have an edge with destinations but that depends. Destinations and hotels, she says, “may want to sell big business first but that doesn’t eliminate smaller groups. Smaller groups at the right time can help a destination by booking unsold midweek days and including a new restaurant, hotel or arts district in the core meeting. They can make a destination integral to meetings by choosing local entertainment and food and bringing the city into general sessions.”

Ultimately, Garrity says, “Both sides want the same thing: A successful meeting in terms of revenue and attendee satisfaction. That benefits both organizations beyond the meeting itself.”

Mark Bogdansky, vice president, trade shows and community engagement for the Auto Care Association in Bethesda, MD, says many factors impact destination choice. “Proximity to core audiences is always key. Convenient lift into the city is huge; no one likes being forced into multiple flight connections. And money is always key — not just hotel rates but also food, labor, transportation, etc.”

He also points to experienced partners as crucial. “I find the most success when CVB staff are current on everything new in their city, which sounds like a given but isn’t. The more a CVB can educate planners about new and exciting happenings, the more the planner can share with attendees and exhibitors.”

Bogdansky likes to incorporate city tours into programs to leverage destinations and strengthen meetings, which he did successfully with a previous organization’s meeting in New York. “We were able to incorporate relevant stores and attractions around the city into a tour for attendees. It was impactful because it gave our attendees an opportunity to learn in a different environment while enjoying the other sights of the destination.”

Jeanette Stensgaard, MBA, CMP, HMCC, in Aurora, CO, works with the Kidney Cancer Association. In addition to looking at how affordable and easy to access a destination is, Stensgaard says it’s critical to determine whether a destination truly fits your program. “If I have an attendee base that enjoys a vibrant nightlife, great restaurants and places to gather after meetings, a destination where everything closes after ‘supper’ may miss the mark. If sustainability is important, I want a destination that makes it easy to walk between venues, use public transportation and work with partners who share those values. If we’re trying to create a diverse and inclusive experience, I want attendees to feel welcomed and represented. The destination needs to support the rhythm of the program and expectations of attendees,” she says.

Certain types of meetings also work best in certain destinations. “For many medical meetings I work on, proximity to leading hospitals, research institutions or universities can add tremendous value,” says Stensgaard, who is the chief brilliance officer for ShePlans Co. “Attendees appreciate opportunities to connect with experts, tour facilities or engage with organizations that are helping shape the future of their field. The same principle applies across industries. Manufacturing groups may benefit from facility tours, while technology groups may want access to innovation hubs or corporate headquarters.”

At the end of the day, Stensgaard says, the destination should support the purpose of the meeting. “A popular city isn’t always the right city. The best destinations are those that align with the audience, budget, program, goals of the event and the experience you’re trying to create. When those pieces come together, the destination becomes a strategic advantage rather than just a location on a map.”

To make a destination central to a meeting, Stensgaard says planners must stop thinking of it as a backdrop and start thinking of it as part of the program. “Start with the CVB and destination partners. They’re often sitting on a goldmine of ideas, local connections, emerging venues, community partnerships and experiences that planners may never discover on their own.”

She also looks for opportunities to include local people and expertise. “If there are researchers, business leaders, innovators, artists or community leaders doing incredible work in that destination, can they be incorporated into the program? Can attendees learn something from the people who live and work there? Local voices often create a stronger connection to a destination than any offsite event could.”

Food can be an emotional inroad to a destination. “I still think about the ciabatta bread I had in Rome,” Stensgaard says. “In Munich, maybe it’s gathering around long tables in a beer hall. In New Orleans, it might be local music paired with food you can’t replicate elsewhere. Nobody has ever called me after a meeting to rave about the banquet chicken, but they absolutely remember the meal that made them feel connected to a destination.”

She suggests using historic buildings, museums, local breweries and other local venues when possible, adding that it’s often places attendees find on their own that result in the strongest connections. “Not every memorable moment needs to be programmed. Ultimately, the goal isn’t to check a box and say you’ve incorporated the destination. It’s to create an experience that could only happen there.”

And it’s not just about top-tier cities. “A destination doesn’t have to be Paris, Rome or Amsterdam to create a memorable experience,” Stensgaard says. “Sometimes, a smaller city with a passionate CVB, engaged local partners and a community that genuinely wants visitors can deliver a more authentic experience than a destination that’s on everyone’s bucket list.”

The best way to incorporate a destination into a program, Stensgaard says, is to stop asking, “How do I incorporate the destination?” and start asking, “What makes this destination special, and how can that enhance my attendee experience?” She advises planners to ask from the start, “What does this destination do better than any other? What can attendees experience here that they can’t experience somewhere else?” The answers to those questions, she says, can influence everything from educational content and networking opportunities to venue selection and attendee experience.

Amy Wilkinson, CMP, CEM, DES, director, global events and corporate partnerships with the Society for Laboratory Automation and Screening (SLAS) in Oak Brook, IL, calls leveraging the right destination for an organization’s particular demographic critical. “SLAS plans meetings in Boston and San Diego, both hubs for our community. These are the cities where our members, attendees and exhibitors live and work. With tightening budgets and registration decisions made later and later, taking our meeting to our community instead of asking them to come to us helps ensure they’re able to participate,” she says.

Like others, Wilkinson says some destinations simply work better than others. “I think this is partly due to experience. Some destinations get more groups than others, which may be due to how each destination invests in their staff and RFP and contracting process. Planners have a lot of options and are often overloaded with work. The destination that makes it seamless and easy for the planner, that makes clear how the city and venues will serve them during the bid, planning and execution processes — and that follows through — will float to the top,” she says.

Moreover, planners and destinations must make things easy for attendees. She says, “They’re already at the meeting spending valuable time and money. It’s our job as planners and destinations to make it easy for them to get as much as possible from their time away from home and office.”

While Wilkinson encourages planners to trust the local CVB, hotel and venue contacts because they’re the experts on the ground, she also emphasizes that planners know their groups best.

She encourages planners to give themselves enough time to thoroughly vet destinations, saying, “Don’t be afraid to ask questions during the bid process and to ask for CVB support after the bid has been secured. Your relationship with the CVB shouldn’t end once contracts are signed.”

Jeiry Nin Gomera, CMP, senior meetings coordinator at the American Meteorological Society in Milford, MA, calls choosing a destination one of the most important decisions in meeting planning. “The right location can significantly impact attendance, attendee satisfaction and overall ROI. Selecting the wrong destination can leave attendees hesitant to participate in future meetings.”

The right destination, she notes, can even outweigh cost in the decision to attend a meeting or not. “We’ve experienced situations where registration fees were higher than in previous years, yet attendees perceived greater value because the meeting was held in a desirable destination. They felt the overall experience justified the cost and were more satisfied with their investment,” she says.

A strong destination, she continues, “can enhance networking opportunities, provide unique cultural or industry-related experiences and contribute to the overall success of the event. The wrong destination can lead to lower attendance, attendee dissatisfaction, safety concerns and a diminished overall experience. A destination with high costs but limited value may leave attendees feeling that their investment was not worthwhile. Likewise, a low-cost destination that lacks adequate facilities, accessibility, amenities or professional opportunities can negatively affect perceptions of the meeting and the organization hosting it.”

Gomera emphasizes that everyone — attendees, exhibitors, sponsors and partners — must feel they’re receiving value from an event. “If they don’t, they may reconsider their future participation and level of engagement with the organization. For this reason, destination selection should balance cost considerations with attendee experience, safety, accessibility and alignment with meeting goals and objectives.”

It takes intentionality to make a destination central to a program and attendee experiences, Gomera says, adding, “When we held a meeting in Italy, the destination itself generated strong interest and helped drive attendance, so we deliberately built elements of the program around the location to enhance engagement and overall value for attendees. We worked closely with local CVB staff. They helped secure attendee discounts for transportation, museum tickets and other local experiences, and provided materials that supported attendee planning and exploration.”

Gomera’s team created a detailed travel page outlining recommended activities, including timing and location, to help attendees make the most of their time outside of the meeting schedule. “We offered free afternoons so participants could explore independently. We informally organized an opera night for interested attendees and hosted a reception featuring local cuisine in a venue with a scenic view of the city. These experiences created a more engaging and memorable attendee experience,” she says.

Like others, Gomera says the ability of a destination to align with the purpose of the meeting and interests of participants is critical. “One of our groups consists of scientists who specialize in mountain-climate research. For them, meeting in a destination with access to mountain environments is highly desirable because it directly relates to their work and research. The destination becomes part of the educational and networking experience, providing opportunities for field visits, observations and discussions in a relevant setting,” she says.

That said, she adds, “Finding a destination that meets a group’s expectations and meeting budget can be challenging. Mountain resorts and similar specialty destinations are often expensive, and many don’t offer the amount or type of meeting space required. Therefore, we must balance attendee preferences, educational value, facility requirements, accessibility and budget constraints when selecting destinations.”

Ultimately, Gomera says, “The best destinations offer more than meeting space. They provide an environment that enhances meeting objectives while remaining financially and logistically feasible for the organization and attendees.”

One useful tactic she suggests is to consider a destination from an attendee’s viewpoint. “Consider how easy it is to travel to the destination and how accessible it is once they arrive. What makes the destination unique? What would motivate an attendee to choose this meeting over another?”

There’s also the question of which experiences can be meaningfully incorporated into the meeting. “This includes cultural elements, local venues and opportunities that reflect the identity of the destination,” Gomera notes. “Working closely with local partners and intentionally designing your program around the location helps create a more engaging and valuable experience. Putting yourself in the attendee’s position helps answer many questions and leads to more thoughtful destination selection and stronger overall meeting outcomes. This approach also helps generate positive word of mouth for future meetings, as attendees who leave with a strong experience both inside and outside meeting rooms are more likely to return and recommend the event to others.”

Missy Green, meetings manager with NorthStar Association Management in Washington, D.C., says the right destination can positively influence an event by shaping ROI, attendance, alignment with organizational goals and the overall attendee experience. “It can also support sustainability efforts, reflect diverse culture and provide access to a variety of activities that enrich the program. When a city is easy to reach and walkable, it naturally adds value without extra effort from the planning team. By contrast, a destination that’s expensive, difficult to access or misaligned with organizational values can lower attendance, inflate budgets and make the meeting feel disconnected from its purpose.”

Green says destinations that offer a strong sense of identity, unique venues and accessible local experiences will likely integrate well with meeting programs. “These destinations often have vibrant cultures, distinctive food scenes and knowledgeable CVBs that help planners connect with local talent and ideas. The best destinations provide resources that make it easy to create a more immersive, memorable meeting.”

She says authentic, destination-specific experiences matter because they make meetings more engaging, memorable and connected to the place rather than feeling generic, adding, “Attendees appreciate opportunities to experience local culture, food and activities. Meeting planners also value these elements because they boost satisfaction and deepens engagement.”

Like others, she says planners must be intentional in how they incorporate destinations into their programs, adding, “Planners can make a destination central to a meeting by intentionally weaving it into the program and overall experience. This can start by partnering with the CVB to uncover fresh ideas, new venues and unique local experiences. Planners should also align a theme with the destination; bring in local culture through food, people and entertainment; and design sessions that use the destination, not just traditional meeting rooms.” She also recommends giving attendees time and guidance to explore on their own so they can create personal, meaningful connections to the place.

Green says an example of a meeting successfully built around a destination was a Society of American Travel Writers convention in Istanbul, Turkey, a couple years ago. “We partnered closely with the CVB to immerse attendees in the destination through curated tours, authentic local dining experiences and speakers who provided cultural and historical context. By weaving the destination into every aspect of the program, we created a more engaging and memorable experience that allowed attendees to connect with Istanbul, rather than just visit it,” she says.

Green advises planners to “align a destination’s unique strengths with your objectives, partner with the CVB for local insights, focus on a few high-impact experiences that drive engagement and give attendees flexibility to explore.”

In the end, it’s about creating a positive attendee experience because that impacts everything else.

As Stensgaard says, “I’ve found that attendees rarely come home talking about how great the general-session ballroom was or how perfectly timed coffee breaks were. They talk about the destination. They talk about the people they met. They talk about the incredible meal, the unexpected experience, the place they discovered or the conversation that continued long after the session ended. To me, that’s the sweet spot — when the destination isn’t just where the meeting happened, but part of the reason the meeting was memorable.” | AC&F |