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It’s time to get creative.

That’s the overwhelming opinion of experts in the meetings industry as the industry continues grappling with the fallout from COVID-19. We asked four experts how they see sponsorship challenges today, how they think the situation will evolve and what creative strategies they’ve employed to negotiate successful sponsorships in a pandemic.

Bernie Schraer, senior vice president, global business development, Meeting Professionals International (MPI), knows exactly what associations are facing. In a world increasingly challenging for organizations, sponsors and attendees, MPI made the tough decision to convert WEC 2020 to a hybrid event, drawing approximately 650 in person and 550 for the online-only digital experience. However, WEC 2021 was held at Caesars Forum in Las Vegas with 1,230 in-person attendees and 570 virtual attendees. “Many companies were working with reduced or eliminated marketing budgets and continued concerns on travel restrictions — both by government and employers,” he says. “New opportunities included the entire digital experience we created — with digital sponsorships, a digital trade show and one-on-one scheduled meetings.” Schraer also notes that there are several challenges planners/associations face today in securing sponsorships. They include the following:

• Uncertainty about changing safety protocols and regulations in each destination.
• Uncertainty about the length of the COVID-19 pandemic and subsequent variant surges.
• Lack of budget dollars due to downturn from the COVID-19 pandemic.

But MPI had a plan to overcome those hurdles. “We created several ‘recovery packages,’ which were sponsorship packages bundled together and creatively priced, to generate brand awareness and the ability for our sponsors to promote that they were open for business,” he says. “Also, the digital experience, done in conjunction with the in-person show, allowed us to convert dollars that would have otherwise been lost.” Certainly part of MPI’s success lies in its willingness and ability to be nimble. “Customization, personalization and data intelligence have been some new sponsorship opportunities created for 2020/2021,” Schraer says. “We are developing new assets, retiring older, under-performing assets, and prospecting new and existing sponsors for these opportunities.”

The focus is looking forward. “We continually promoted the fact that we were the only major meeting industry association to move forward with a hybrid experience that included a robust in-person conference,” Schraer says. “While some thought it was too soon, many have applauded our bold stance to get the industry back to meetings again.” Our biggest pivot, he adds, “was the careful selection of a digital platform that allowed us to generate significant sponsorship dollars from this element of the conference.”

While Schraer admits that, in general, fewer dollars are designated for digital meetings compared to in-person meetings, he says, “However, once you can illustrate engagement of the attendees and ROI for your sponsors, a higher price point is possible.” MPI also planned for a leaner conference to make up for the smaller size and fewer sponsorships. “In the end, sponsorships were about what was planned for … and although slightly off from pre-pandemic levels, still strong. Planning was more-impacted by ever-changing social distancing protocols,” he says.

As for the future, Schraer thinks digital is here to stay; hybrid events are likely the future of conventions and safety will remain critical. “Safety protocols will be important for a long time, and illustrating that the association can produce a safe and successful convention is paramount,” he says. His best advice for planners and associations is to listen and be flexible. But, he adds, the bottom line is still ROI, just as it’s always been. “Give sponsors what they want, not necessarily just what you want to sell them,” Schraer says. “Increase engagement at both in-person and digital events, and do everything possible to create maximum ROI for the sponsor.”

Forced to Change

Holly Koenig, CEO and executive director of the New York Society of Association Executives (NYSAE) and an executive vice president with Kellen, points to the extraordinary complexity of the association-sponsorship model today. First, she says, “The ‘old’ list of benefits isn’t working in a COVID-19 world. You have to be creative and listen like a true partner. This takes time, but it will be a true win-win vs. transactional. Next, depending on your industry or association, your sponsor is most likely a consultant or supplier, and may have a reduced budget because of COVID-19. Planners and association execs now have to think out of the box.”

And there’s yet another challenge. “Many associations have now gone through their second year of virtual conferences,” Koenig says. “We’ve learned that exhibitors are no longer satisfied with taking a ‘virtual booth,’ even with the best of technology supporting them. They realize the ROI is not there, the networking doesn’t come close to in-person events, so we must continue to innovate with the year-round benefits outside of the conference.”

In spite of the challenges, some associations are doing well with sponsorships. “Recently, NY Women in Communications presented its annual Matrix Awards, successfully bringing in sponsors,” Koenig says. “But this is a program that’s been branded for 50 years. Good luck trying to ideate a new program or conference now. I think those programs that have been around for years, with perception of adding value, will do well and sponsors will continue to get onboard and support.”

Like Schraer, Koenig emphasizes that ROI is still key, while noting that what sponsors want is shifting. “There are sponsors that still have advertising and exhibit budgets they’re not using,” she says. “But the ROI has to be there. The days of just adding a logo onto an invitation are over. For virtual events, a sponsor needs to have a role, including, in many cases, the content. For example, the sponsor can create a video to engage before the program, and the association can send that video along with the event reminder.”

Many experts think the pandemic has opened up new opportunities for sponsorships; however, to tap into them, associations have to be creative in their thought and approach. “This is the exciting part,” Koenig says. “We have to look at the big picture, all of the association’s assets, not just an event or conference.”

Again, that may mean offering sponsors something entirely new. “The sponsor may be visible at the conference, but perhaps part of the package is allowing that sponsor some ‘sponsored content’ in the newsletter or on the website, which has nothing to do with the sponsorship they secured.” Koenig adds that one of the biggest pivots she’s seeing is making multiple sponsor requests at the same time. “Although we cannot predict how long we’ll be grounded, we must expect that virtual events are here to stay. Sponsors must be cultivated like fundraising, like donors. Zoom is a perfect opportunity to replace an email ask with a one-on-one Zoom meeting with an executive director. This is happening and it’s working.”

A Technology Boom

One industry that seems to have soared through the pandemic is technology, and that opens up opportunities for associations in multiple ways, even while traditional industry sponsors are on shakier ground. “The technology world has boomed through this. There have always been tech solutions for associations, but now many tech companies that were in the for-profit space have moved over to produce conferences and awards. The travel and hospitality industry, which has always supported the association community because of hotel bookings, is now obviously paused, making room for tech companies to come on board and showcase their products and services,” Koenig says. “There are also many new suppliers and consultants out there who have learned a lot about the association business and want to get on board because they know that one association can have hundreds of members.”

But Koenig doesn’t think that means the end of relationships between associations and their traditional sponsors. “I think the future will include everyone.” While there may be fewer opportunities for sponsorships in today’s virtual conferences, changes in how meetings are organized are more complex than that. “There are fewer opportunities because attendees cannot sit in front of their screens for multiple days,” Koenig says. “So conferences have to be shorter; days of programming have to be shorter.”

To planners and associations grappling with all these changes, Koenig advises, “Get yourself really skilled in technology — not only Zoom. Don’t just leave it to consultants and your IT guys. Learn about all the tech companies and platforms out there. You need to know them and learn from them. How do you sell a sponsorship without understanding the platform, capabilities or visibility options?” But associations, she says, need to remember their traditional sponsors, too, even if they can’t support a meeting right now. “Even though some of your sponsors may be furloughed or have budget cuts, don’t forget about them. Check in on them and care. Care about their mental health, invite them as your guest to your virtual events. When we get out of this mess, and we will one day, they’ll all remember.”

When it comes to budgeting, experts say some clients are putting two budgets in play — one for if the meeting is held in-person and one for totally virtual. DepositPhotos.com

Seek More Opportunities

JoAnn Taie is a partner with Minneapolis-based Global Management Partners (GMP). She thinks it is essential for planners and sponsors to work together to discover new ways to engage and connect industry partners and meeting attendees. Although always the case, it is more magnified today that “one size does not fit all,” and customization is critical in retaining sponsors. Members learn a lot from industry partners as well, and remaining solely within the virtual environment is creating a gap for developing the transfer of knowledge and the fostering of professional relationships.

GMP’s clients have experienced many different forms of virtual meetings, and one thing has held true: “Although the format has changed, the value of the meeting itself has not, Taie says. “The quality of the science and research remains stellar, and the quantity and quality of society experts attending remains strong.” In fact, Taie’s clients have experienced a higher number of participants than projected, “given that individuals no longer needed to incur higher meeting registration fees, travel, meals and lodging costs associated with in-person participation.”

Taie says GMP will be seeing a return to an in-person meeting when one of their clients holds their meeting this November. They are offering a hybrid model with both virtual and in-person options for attendees to participate. Through this client’s discussions with potential sponsors, they were consistently told that two budgets were in play — one for if the meeting is held in-person and one for if they go totally virtual. “The virtual budget was consistently 50% less in sponsorship contributions,” Taie says. “This demonstrates that sponsors are willing to continue investing in our association meetings, but do differentiate their involvement given the format of the meeting.”

The GMP team of meeting professionals thinks there is value for an industry partner, whether the meeting is virtual or in-person, Taie says, and they continue to create new options. Here are just five ideas to consider according to Taie:

Leverage the power of social media (e.g., sponsored tweets, Facebook posts).

Schedule a series of “Ask Me Anything”-sponsored sessions where a key leader in the field is available for informal discussion with virtual attendees only.

Ship swag boxes and offer sponsored themed days such as “Sock Day,” where a pair of socks gets delivered; maybe ship an item that gives money back to the community.

Offer opportunities for company representatives to serve as a moderator during the in-person meeting, addressing those participating virtually.

If restrictions are keeping an industry partner from traveling, offer them a kiosk on the exhibit floor, with a touch-screen monitor with a direct link to their company. They can schedule personalized virtual meetings from right on the in-person exhibit floor.

Taie is confident a virtual component will remain within her clients’ future meetings. However, she remains optimistic that the gap will continue to close in new and creative ways to engage sponsors within the virtual component. “It is so important to find opportunities that provide value and meaning to our industry partners as they look to connect with their target audience,” she says. “New technology solutions continue to become available as hybrid and virtual meetings become a staple for our associations, but none have yet been able to re-create the value that only comes with in-person engagement.”

ROI Over Everything

Like MPI, industry giant ASAE has been making changes to its meeting format. But, unlike many organizations, ASAE’s multiple events and meetings throughout the year provide a path for delivering consistent, ongoing ROI for partners, says Dan Melesurgo, V.P., strategic partnerships. The majority of ASAE’s partnerships have traditionally been in hospitality — destinations and hotels. Technology and business service have also been strong. “We’ve only lost one partner during the crisis, and that was an independent hotel,” Melesurgo says. “The good news is we’re doing pretty well and have actually added partners during this time period. But the majority of our hospitality partners’ budgets have been decimated by the pandemic, which has caused us to shift our approach and be more flexible.”

One change ASAE sees is that partners are demanding more data from the organizations they support, even longtime partners. “Hospitality partners are looking for concrete member data — how much do they plan, how do they rotate, do they plan internationally? We don’t have all those answers,” Melesurgo admits. “We tell them we’re trying to address this with our strategic plan going forward. For the most part, I think that works for them as there is trust in the relationship they have with ASAE, but it continues to be a challenge.” He also says partners on all fronts want more content delivery options and opportunities to be thought leaders. “ASAE has become nimbler and more flexible. We don’t draw lines in the sand in a way we perhaps used to. Instead, we’re asking ourselves what a specific partner is looking for and how can we deliver that?” Of course, he adds, “We are maintaining integrity; our educational and editorial content is still sacred.”

One of ASAE’s successful strategies has been bundling multiyear deals that might include the annual meeting or smaller meetings, or customization of options. “For example, at the strategic level, Destination Canada is a longtime partner,” Melesurgo says. “We have an executive leadership program for CEOs, which is held in Canada each year. Experience Columbus was interested in the next generation of leadership, so we aligned them with the NextGen Association Summit. People apply for the two-day program, which takes place in Columbus.”

Melesurgo thinks there are opportunities with virtual events, but ultimately thinks partners are seeking to get back to in-person events. ASAE’s 2020 virtual attendance was 14,108, compared to its typical live-event attendance of 5,000 to 7,000, so that’s a positive. Still, he says, organizations have to look for new ways to deliver ROI. “If the annual meeting is the main funding mechanism, ask yourself what else you can provide for partners throughout the year to give them equal value or equal touchpoints with the audience,” he says. “Look inside your organization. You might already have assets you can monetize.”

Melesurgo gives an example of ASAE offering spots to host highly attended Game Changer sessions. The hosts had one to two minutes to tell their story, then introduce the speaker, the idea being they’d connect to the speaker’s topic. One speaker was going to talk about resiliency and adapting in the face of challenges, so the partner talked about its association clients going through the same thing, which flowed in well. Back-end analytics also played a huge part in delivering ROI, Melesurgo says. “Virtual booth exhibitors got a lot of information when attendees clicked in, such as who was there, how long they stayed, what they downloaded. Did they watch the welcome video, did they video chat with colleagues, did they come back to the virtual booth? However, for the 2021 annual meeting, which was again virtual with regional pop ups, we eliminated the exhibits and provided other engagement opportunities.”

In 2020 and 2021, we included a “partner playground” where partners could activate their brand. “Louisville had a cocktail-making class of its three famous cocktails, pre-recorded and available throughout the event. We’d say, ‘Join Louisville at 4 p.m.’ and during their designated time they could live chat with attendees,” he says. Of course, Melesurgo notes, “ASAE has a lot of bandwidth, and not every association can do that. But I think there are ways to scale down much of what we did and make it work for all.”

No matter the size or makeup of your association, experts say sponsorship opportunities are available, but securing them requires listening in a new way to what sponsors want, being flexible and, above all, being creative. It’s a can-do situation. As Koenig says, “Now is the time for innovation, and associations are stepping up.”   | AC&F |