When a company wants to reward its top performers, an incentive trip to Monaco sends a very clear message. Courtesy of Event Strategy Group

There are almost as many types of events as there are reasons to have them. In the events world, sometimes the smallest things make the biggest difference, and the job of the planner is to balance the finer details with the larger picture, as well as be nimble enough to handle any unforeseen circumstances.

It starts by understanding what the client wants to achieve. If they are unsure of their end goal, it’s up to the planner to ask the right questions and help design the roadmap to bring the vision to life. Kate LaRosa, senior event director with Event Strategy Group, has worked with both types of clients.

“Sometimes a client will come to us and say something as broad as: ‘I want to get these 50 people together,’ and we work with them to strategize and plan it out,” she says, adding that whether a client is planning an afternoon outing for managers at TopGolf or a multiday conference for 5,000 attendees, it’s critical to have a strategy to reach the goal.

As director of U.S. marketing for PCL Construction, Trese Foley oversees the company’s various internal and external events. She explains that events are a key component of PCL’s overall marketing strategy, and they hold many of them, both large and small, throughout the year. These include golf tournaments, team-building, town halls, picnics, holiday parties and company meetings, as well as company conferences, client and partner events, trade shows, charity fundraisers, job site events, trade appreciation events and more.

“This year, we’re celebrating PCL’s 50th anniversary of building in Colorado with a very unique museum-style Colorado adventure-inspired open house event for employees, families, clients, partners and community partners,” Foley says.

Each PCL function is carefully planned and curated, driven by the end objective.

“We may do a smaller-format, more intimate event if our intent is to build or strengthen relationships quickly,” Foley adds. “Small, memorable events create opportunity for greater connection, conversation and shared experiences, which can enhance relationships. To foster internal camaraderie and conversation, we may consider organizing a larger, fun experience centered on an activity, providing people with the opportunity to laugh and participate together.”

A Clear Goal Guides the Format

To guide her planning for clients, LaRosa has a standard list of questions she’ll ask them to get a clearer picture of what they are trying to accomplish with an event:

• What is the goal?
• What is the event’s purpose?
• What do you want the attendees to leave with (i.e., knowledge, experience)?
• How much time can people afford to spend at the event?
• If it’s an internal event, what value are you providing that warrants someone spending time away from their work and families?

For external events, one question is essential: What makes this a critical “must attend” function?

There are other considerations with an internal company function, according to Pine Hill Events owner Jean Kintisch. “If it’s a family fun day for employees happening on a Saturday or Sunday, is that a paid day?” she asks. “Is attendance ‘required’ or ‘encouraged?’”

The goal will dictate the event format, so it is important for planners to find out about the client’s  past events during the initial discovery call.

“It’s essential to ask whether the organization has established measurable objectives, and whether [they]align with the company’s broader mission,” says Linwood Group Meetings founder and chief conference officer Linda Hurtley.

If the goal is to build relationships with existing customers, planners might consider an event that combines networking with elegant socializing.

“For example, begin with a one-hour educational session, perhaps introducing a new product or service, followed by a sophisticated dinner or cocktail reception. To maximize networking, keep the music volume low to encourage conversation, and invest in thoughtful touches such as creative mocktails, beautiful décor and interactive entertainment,” Hurtley says. She adds that a one-day regional conference is a good way to convert potential customers with breakout sessions focused on different products or services to accommodate a range of interests.

“To encourage attendance, the company should consider covering travel and accommodation costs,” Hurtley says. “A welcome dinner … is a great icebreaker, and the conference should include breakfast, lunch and informal networking breaks. Make sessions dynamic and include unexpected elements to make the experience memorable.”

If the purpose is to identify top performers, Hurtley suggests an incentive trip.

“Set clear qualification goals, communicate them early and create excitement around the reward,” she says. Also choose a desirable destination and upscale resort with various activities. Include a short business session to maintain professional relevance, but focus mostly on leisure, fine dining and team bonding.

The Budget/Goal Relationship

“A lot of times, people will come to us with a budget number. I may have a gut reaction to that … and whether what they want is doable,” LaRosa says. “Sometimes, people will come to us with no budget … then we have to dig in a little more and look at it.”

Hurtley says budget doesn’t necessarily drive goals, and the two should be defined simultaneously but independently. One shouldn’t dictate the other, but budget does influence execution of goals.

“An experienced event planner will help clients set realistic expectations and create a detailed budget that includes all essential line items,” she adds. “A generous budget allows for high-impact moments and ‘surprise and delight’ touches. A smaller budget requires creativity, but with thoughtful planning, meaningful moments can still be achieved.”

That said, planners continue to meet the challenge of executing events with the difficult combination of ever-smaller budgets and rising costs for virtually every line item. A few key factors are responsible for driving up costs.

“Events have come back strong after COVID, thus we’re seeing a seller’s market when it comes to premium pricing,” Hurtley says.

Inflation on key items such as food, materials and equipment — plus ongoing supply chain issues — are among the biggest causes of rising costs, and the hospitality sector is still struggling with labor shortages.

“Experienced staff found other jobs during or after COVID, and the industry hasn’t recovered …” Hurtley notes. “Additionally, when they do find experienced staff, the pay scale is higher.”

In a seller’s market — as vendors charge premium rates for AV, food and other essentials, while travel costs (air/ground transport, hotels, etc.) keep rising — Kintisch advises careful planning to zero in on clients’ needs and carry out their vision.

“What kind of catering are you picturing? Are you thinking a casual backyard BBQ or fine dining? Do you want people up and mingling, or is everyone seated and receiving a plated meal?” Kintisch asks. “Then there’s the swag. Is everyone getting a T-shirt, a lanyard, a water bottle? Are there prizes? Is there entertainment? I think it has a lot to do with the goal. How many people are we talking about, and what are we trying to do? That dictates a lot.”

Hurtley insists that while costly, “events are more valuable than ever,” as they provide:

• Cost-effective engagement with current and prospective customers
• Education and professional development through CEUs, certifications or new tools
• Brand visibility for event hosts and speakers as thought leaders
• Community and employee engagement, whether through celebration, education, fundraising or team-building

“At events, [business often happens] in hallways and informal settings …” Hurtley adds.

So how can planners stay at or below budget but still carry out an event that aligns with the client’s vision and end goal? Hurtley believes it starts with strong contract negotiations.

“Understand what’s essential, compare options and don’t commit too early,” she says. Her other suggestions for keeping costs down include:

• Comparison shop and create a proposal grid
• Watch for hidden fees and get clarification in writing
• Build relationships with suppliers  to foster goodwill and flexibility
• Hire an experienced event planner who can identify cost-saving opportunities and avoid costly mistakes
• Stick to a timeline to prevent rush charges
• Collaborate with chefs to design menus that stay within budget but feel special

Meanwhile, as costs continue to rise, so do attendees’ expectations. Foley says that while it’s incredible when your event is talked about and remembered, that brings pressure to outdo yourself year after year — which can also drive up costs.

Says Hurtley: “In these moments, it’s important to remember the goal and intent of the event, and consider when meaningful simplicity may be more valued by your guests and help achieve goals, rather than an over-the-top extravaganza.”

Curating the Program

Depending on the event, and particularly if it has an overarching theme, the keynote speaker’s message often drives much of the content. A carefully selected keynote speaker could boost attendance based on their name or reputation alone. LaRosa says you only need a keynote if they help to reinforce or add value to your message. That said, she points out that most corporate events do have either an internal keynote (such as a member of the host organization or a company partner) or an external one, which could be a top-tier celebrity or industry expert usually hired through an outside agency. In addition to the keynote, content will vary by event:

• Sales meetings: Focus on performance metrics, next year’s goals, company updates, product training and incentive program announcements
• Product kickoffs: Share product details (features, benefits, production schedule), market research, sales strategy, pricing and marketing plans
• Large-scale conferences: Content depends on the host but typically includes professional education, panel discussions, workshops, product showcases and networking opportunities

So, what’s working best in terms of content delivery? The answer is: high-energy speakers, interactive elements and shorter, more impactful sessions.

“We’re getting more into the nuance of how to deliver content, and we’re seeing a lot of changes since we came back from COVID,” says Wendy Porter, chief events strategist at Wendy Porter Events. “Our attention spans haven’t necessarily changed, but the amount of ‘noise’ coming at us has. We’re learning more about how our brains work, and we have to constantly integrate scientific methodology to bring our brain back to attention.”

Rather than compete with the ever-present electronic devices for attendees’ attention, Porter says she’s found ways to work with them: “People will be on cell phones no matter what you do, so I’ll integrate [it] into an activity. Maybe we’ll do a poll or use a word cloud that leverages their phone.”

Victoria Matey, an event psychology adviser and co-founder of Matey Events, says one-way communication has never been effective, but it has been tolerated by event attendees for years.

“Shorter sessions — finally being adopted by event organizers — are better because they help combat content fatigue, but that alone, or simply using a ‘different’ delivery method, won’t bring outstanding results,” Matey explains. “It requires systemic, intentional work that involves the event team, speakers and attendees. Even a lecture can be engaging as long as you apply strategies to manage factors like focus, memory, senses and emotions.”

Matey also supports the event industry’s emerging focus on personal comfort.

“There’s a growing demand to get more value out of attending, and that means catering to human needs, like the desire to be seen, valued and cared for. People simply don’t want to waste their time … on something that doesn’t feel comfortable,” she says. “The value of time has changed dramatically, and many organizers recognize that. Understanding behavioral patterns and the root cause — meaning universal psychological mechanisms that govern human behavior — has always been a must and is now finally getting the attention it deserves.”

Beyond the content, the experience itself is vital to success, Foley says, adding: “We focus on finding ways to envelop our guests in a sensory experience that draws them in, creates an emotional connection and builds lasting memories through design, staging, flow, format and food and beverage.”

It is now also more common for planners to add “feel good” elements and “give back” projects to benefit a nonprofit or host community. Such initiatives give attendees a new way to work together.

“Whether it’s team-building or just a really cool experience, that’s the whole point of bringing people together — to make memories,” she says.

It doesn’t have to be expensive, either. “Maybe it’s something for a local charity or writing a note … for patients in a local hospital,” Kintisch adds.

Incentive Adventures and Experiences

Incentive trips are about unforgettable moments, so the key is creating a feel of exclusivity from the start.

“It’s a reward, so people who qualify get access to those events,” Porter says. “It’s a whole different experience — very high-end, high touch. Make them feel special, and that feeling is woven throughout.”

When her team isn’t familiar with a location, Porter will use a destination management company (DMC) to help design an experience there. LaRosa does the same when working internationally.

“I tend to lean on them mainly because of the language barriers, which is much more of an issue than people realize,” LaRosa adds. “DMCs are also helpful for understanding the culture, which is really important for attendees who may not have traveled outside the country much.”

Whether it’s about networking, education or showing appreciation, choosing the right event format all comes down to having a clear goal. Once both the goal and the budget that guides it are in place, a planner can execute an amazing experience that is both affordable and unforgettable. C&IT