Apps have reduced the need for paper booklets. “Know Before You Go” documents and other information are available digitally. Pictured: At the 2024 Facilisgroup’s emPOWER Women’s event, attendees find creative uses for paper. Photo by Jason Office

Love it or hate it, technology has become a part of our everyday lives. Event planners have certainly embraced technology as an effective means to plan and execute functions of all sizes. Attendees, too, have gotten comfortable with technology. Events and tech have become so intertwined, attendees expect to conduct most of their business for events — from registration to exchanging contact info with colleagues — on their phones or laptops.

Budgets dictate just how much tech can be integrated into the daily run of a show and its content, but planners agree it would be nearly impossible to manage events on the back end without some type of technology. Likewise, technology — including registration platforms and apps — has become second nature on the front end.

Jennifer Clark, owner of Emerge Events in Hattiesburg, MS, remembers the days of keeping track of every event detail in a binder. “I can’t imagine the old days of using binders. I still sometimes use paper, but I can’t imagine not being able to have instant data at my fingertips. You can do things so quickly. I rely heavily on tech for everything I do,” she says. She sings the praises of technology’s speed and efficiency. The event industry has shown it can be nimble and move fully online if necessary — yet it still recognizes the value of in-person events — so hybrid events strike that balance.

Getting Off on the Right Foot

At minimum, a user-friendly registration platform is a must, regardless of whether the event is in-person, online or hybrid. With the right platform, planners can manage registrations, calendars and multiple event details all in one place.

Cindy Carris is the travel, meeting and events manager for Paychex, an industry-leading HCM company delivering a full suite of technology and advisory services in human resources, employee benefit solutions, insurance and payroll, based in Rochester, NY. She oversees three planners who organize and execute meetings for the entire company. The meeting tool they currently use automates all internal events seamlessly. When Carris receives a notification about a new event request, she can log in and look at the scope of the event. If the request fits the parameters of a meeting, she will assign it to one of her planners based on their availability.  “Then, the information is already in the system. We know who they are, who their manager is, who their vice president is, because different levels of budgeting require different levels of approval at our company,” Carris says.

The requester must also share whether they need ground transportation, hotels, air [flights], and other logistics, including a proposed participant list. “From our perspective, it cuts down on the number of conversations back and forth we need to have with someone, so you at least have an outline of what they want,” says Carris.

Outside of Paychex’s internal tool, Carris is seeing a lot of new registration tools and “badge products.” If they are tech-enabled, attendees can “connect” their badges and swap contact info. A global company like Paychex needs more. “I’m seeing a lot of standalone technology. We need something that’s all-encompassing,” she says. “We use an all-encompassing meeting and event tool — it actually does more than we need it to. It’s great to have something that registers people and prints badges, but I need something that does everything — budgeting, capturing historical data, offering the ability for multiple paths to registration, so when I have a large meeting, I have different things offered to different people.”

Cvent is a favorite platform due to its ease of use on both the back and front ends and its many capabilities. When Sam Lee, corporate events manager for promotional products platform Facilisgroup in Brentwood, MO, started at the company almost three years ago, they had just started using Cvent. Fast forward to today, and Lee and her team have used most of its features, including the event app. “Going back into old records [prior to using Cvent], we don’t have as much information, and keeping that historical data is really helpful,” she says. “It’s also helpful on the attendee side — it gives them all their information immediately. If there’s a question, they can go to the app and find the answer easily.”

Lee said they “pay a little extra” for the secondary platform that powers the app, but it’s been well worth the investment. Its newer features, such as the ability to upload an interactive map of an event venue, have been very helpful. Lee explains it works much like a mall map, with “You Are Here” markers to help users navigate often-overwhelming event spaces.

Richard Reynolds, president, Medical Systems Group, Olympus Corporation of the Americas, speaks at the company’s 2024 sales meeting. Planners at the company say technology has enabled them to plan larger meetings. Photo by Chris McGinnis / Courtesy of Olympus Corporation of the Americas

Tech Can Streamline Any Event

Lead capture is in high demand at the trade shows Lee has attended (Facilisgroup attends a few trade shows a year and hosts a few of their own), so platforms with this capability are sought after. Swapcard is another platform gaining traction. Among its many features, it allows event organizers to tailor experiences for attendees, such as exhibitor and content recommendations and engagement tools like polls and Q&As, as well as other features for exhibitors, sponsors and data collecting.

Clark has also used Vizibo, though she says Cvent remains a favorite among planners. “The downside to all of this technology is planners are also expected to be magicians and technicians,” Clark says. “There are so many platforms out there, and there’s no way to know all of them. Many platforms came out during the pandemic and they’ve been bought out or changed. There’s so much out there.”

Rebekka Morgan is the executive director of creative services and event operations for the Olympus Corporation of America in Center Valley, PA. Among the many events she oversees is the company’s National Meeting of the Americas, formerly known as its national sales meeting. The event draws 1,400 people and features over 16 agendas over eight to nine business units — think 16 different sales meetings happening under one roof. It’s a massive undertaking that requires a meeting tool that can handle that amount of data and coordination. Meredith Start is the executive business project manager at Olympus, serving as assistant to the president and assisting Morgan with event logistics for the National Meeting. She previously used Crowd Compass; now, both Morgan and Start praise Cvent. “We first used Cvent as a site selection application for sourcing,” Morgan says. “As time evolved, we found out they had an app. So our first taste of the platform was site selection; as we learned about their other tools, we looked into more of their offerings.” Now, the team uses Cvent and Attendee Hub [a Cvent product that allows planners to create customized interactive experiences for attendees] exclusively.

Start says various features work together to streamline the whole process for both the planning team and attendees. Start or a team member can post the meeting’s entire robust agenda. “We have 90 rotations within 16 agendas, so that’s something like 800 sessions. Attendees can choose the sessions they want to attend. We also have maps and can pin locations on maps.” They use push notifications so all trainers across all divisions can customize the content. If something changes, a push notification is sent out and the new information uploads to attendees’ agendas. In past meetings for physicians, the events team has uploaded promo videos to the app to create “teaser” videos.

It’s been a game changer to go from a booklet with every detail of the planning to using technology, according to Start. Morgan adds, “We wouldn’t be doing a meeting of this size without something like this, because there’s just too much manual work put into it. Printing books, agendas — we couldn’t do what we do without a system like this.”

Choosing the Right Platform

In-house planners have the advantage of choosing a meeting tool that meets their needs. Independent planners don’t always have that kind of flexibility.  As a best-case scenario, a client will ask the planner to recommend a platform. It’s not unusual for planners to use multiple platforms at a time. “In one event, I could be using WhatsApp, GoogleSuite — the amount of tech stack you’re using is insane. For each client, you have to get educated on who is using what,” Clark says.

When Clark is asked to help select an event platform for a client, she first asks them about their goals. This helps to identify (and ultimately narrow down) options. “A colleague and I were recently tasked with finding a tech tool for an event. It’s overwhelming at first.  Engagement was [the client’s] biggest goal for the app. We created a big spreadsheet, populated it with data, and said to the client, ‘Here’s how [each platform] performs with your priorities.’ Everyone has priorities, so it helped to show how each performed.”

Budget plays a big role in choosing the right tool as well. “There are other tools out there we could potentially find, but for us, we were already using Cvent as a site selection tool and just happened to learn it also has an app,” Morgan says. She was already satisfied with the results she was getting with Cvent — learning about its other functionality was a bonus and meant she didn’t have to invest in additional software.

Carris uses an RFP process when researching and selecting software. When it’s time to “shop” for the right provider, Carris and the travel and tech analysis in her department do a comparison of the new product versus the one they’re currently using. “You look at the pricing, but you also have to consider if there are other tools needed. For instance, do we have to build in an internal connection? We just did a full-on comparison that’s not quite done, but it’s good to let your vendors know you’re doing your due diligence,” she says. When Carris and the analyst have all the necessary information, Carris speaks with her meeting planners, as it affects their daily job functions. “We’ve been with the same vendor for 12 years; we do an analysis every three years. Right now, our current tool is fulfilling all of our needs,” she says.

Attendees do expect some level of technology at events, though they’re not always comfortable with every aspect of it.  Lee considers tech an important element of events today. “Everyone is used to being really high-tech and getting all this information on their phones, but meeting them where they are is really important to stay engaged,” she says. “We can have live Q&As, or an attendee can text their question to a chat and we can put it up on the screen — some people are too shy to raise their hands and ask their question. With tools like QR codes, the person scans the QR code and we have their name and all their registration information, so we know they’re fully accounted for.”

Getting Ahead of the Game

Lee and her team have also used tech to prep registrants beforehand. They create “Know Before You Go” documents and webinars for registrants, which are shared on the company’s software platform and walks them through the event app. “Here is the information. Here are the other attendees. Setting that expectation beforehand is really important,” Lee says. “Many of our attendees come to our events year after year, so they get used to it.”

Clark has seen tech used as an incentive or enticement to get people to register and boost engagement. “We’ll populate event apps with information they can only get through the app,” she says. “We’ll have a connections spreadsheet the attendee can populate. People still like paper so there has to be a ‘printable’ option.”

Tech has unquestionably streamlined the event planning and execution process. Even the most expensive software provides significant cost savings for planners and clients. “Before we used Cvent we had so many emails and so many booklets we had to print. Then we’d have to print extras,” Lee says. “When I broke [costs] down after the event, I said we could be spending the same amount, or even a little less, on a meeting tool. I thought we could save on printing costs, and the sustainability piece was also important.”

With so many ways to integrate technology into events — from the back-end for planners, front-end for attendees, and content purposes for presenters — there is no shortage of tools available. However, it’s important to be clear on goals and how you plan to integrate tech into an event at all levels. C&IT

Karen Tiber Leland is the founder of Sterling Marketing Group, an award-winning branding agency whose clients include Apple, LinkedIn, Google and American Express. She is the bestselling author of 12 books, including “The Brand Mapping Strategy: Design, Build and Accelerate Your Brand.” She has spoken at TEDx, Harvard, YPO and The American Management Association and has been featured in The New York Times, CNN, Fortune, MSNBC and more. Visit sterlingmarketinggroup.com to learn more.

I have a routine upon waking. I make an espresso, do the day’s Wordle puzzle, and check out the top business stories to see what new disruption is creating opportunity. Since Covid, my marketing mantra to clients has been “Company rebranding is not a marketing tactic — it’s a strategic necessity.” Embracing business rebranding is essential for businesses seeking to thrive in a world transformed by the integration of AI, the exodus of senior talent, and the rise of new generations in leadership. Today’s rebranding process goes significantly beyond a new logo and tagline and centers around aligning values, mission and market positioning with the demands of tomorrow’s economy.

Why Rebranding Has Never Been More Vital

The AI Revolution: Artificial intelligence is reshaping the way companies operate, and its impact on business is undeniable. A McKinsey study predicts that by 2025, 70% of businesses will have incorporated AI into their operations. This technological shift requires companies to adapt their branding to showcase their AI readiness while maintaining the human connection that fosters customer loyalty. Integrating AI into a company’s brand narrative is a key to future success.

Generational Workforce Shifts: As Baby Boomers retire at a rate of 10,000 per day in the U.S., Millennials and Gen Z are stepping into leadership roles, bringing with them new expectations around corporate social responsibility, diversity and technology. A Gallup study reveals that 64% of Millennials won’t work for companies that lack strong social values. Companies must rebrand to reflect these priorities if they want to attract and retain top talent.

Post-Covid Workplace Transformations: The pandemic has left a lasting impact on how we work, with remote and hybrid models becoming the norm. A PwC survey found that 72% of employees prefer a hybrid working environment. Companies must reflect this flexibility in their rebranding efforts to show that they are not just adapting to change but excelling in this new reality.

Key Considerations for a Successful Rebrand

There are several factors for companies to consider when rebranding in today’s evolving business landscape:

1. Embrace AI Without Losing the Human Element

AI technologies like machine learning and chatbots have revolutionized customer service, data analysis and personalization. However, brands must avoid sacrificing the human element that builds trust and emotional connections with customers. While AI enhances efficiency, authenticity remains central to brand identity. According to research by PwC, 59% of consumers believe companies have lost the human touch due to an over-reliance on AI. Brands integrating AI to enhance, rather than replace, the human experience are more likely to maintain customer loyalty. Rebranding efforts should balance embracing AI innovations and preserving personalized, human-centered interactions.

2. Engage Emerging Generations

Millennials and Gen Z represent a growing share of both the workforce and consumer base, making their values critical to any rebrand. These generations prioritize sustainability, digital fluency, and inclusivity, expecting companies to reflect these values both in their products and workplace culture. According to Deloitte’s Millennial Survey, 44% of Millennials and 49% of Gen Zers said they had made choices over the type of work they would do and the organizations they’d work for based on personal ethics. A rebranding strategy that resonates with these values not only attracts top talent but also positions the brand as forward-thinking and relevant.

3. Redefine Workplace Culture

The shift towards hybrid and remote work has fundamentally altered employee expectations around work-life balance, flexibility and workplace culture. In fact, a Gallup study found that 59% of U.S. workers want to work in a hybrid setting, indicating that this trend is likely to stay. Rebranding efforts need to reflect this transformation by emphasizing a culture that values flexibility, inclusivity and mental well-being. Companies that fail to adapt to these shifts risk falling behind in attracting and retaining talent. Rebranding strategies must showcase how a company is evolving to meet the demands of the modern workforce, highlighting new workplace policies, benefits and an overall commitment to employee well-being.

4. CEO Branding as a Critical Component

A well-branded CEO is essential in creating a strong and cohesive corporate identity. Research from Edelman’s Trust Barometer reveals that 86% of the general population expects CEOs to take a public stand on societal issues. This data highlights the increasing importance of personal CEO branding, as leaders are now seen as representatives of company values both inside and outside the organization. When a CEO effectively communicates their vision, values and personal leadership style, it fosters trust with employees, customers and investors. Integrating CEO branding into a company’s rebranding strategy can boost visibility, attract top talent and enhance investor confidence, ultimately leading to a more unified brand message.

5. Future-Proof Your Brand

Successful rebranding is about anticipating future trends and disruptions in today’s fast-evolving market. This includes staying ahead of technological advancements, shifting consumer preferences and emerging market forces. McKinsey reports that companies with a future-oriented strategy are 33% more likely to outperform competitors in terms of profitability. Future-proofing a brand involves building flexibility into the brand strategy so that the company can adapt quickly to changes, whether from technological breakthroughs like AI, sustainability requirements or new consumer demands. By keeping an eye on future trends and integrating them into today’s rebranding efforts, companies can create a resilient and relevant brand in the face of change.

Rebranding for the Future

As the business landscape shifts faster than ever, companies that jump into rebranding with a bold, forward-thinking mindset are the ones set to thrive for the long haul. By weaving AI into their DNA, capturing the hearts of tomorrow’s talent and embracing the new norms of the post-Covid workplace, businesses can keep their brand fresh, trusted and ready to crush whatever comes next. C&IT

Dan Adams is the founder of The AIM Institute and author of the books “Business Builders” and “New Product Blueprinting,” as well as the blog Awkward Realities and video series B2B Organic Growth. He is a chemical engineer with a listing in the National Inventors Hall of Fame. Adams has trained tens of thousands of B2B professionals globally in the front end of innovation and works with senior executives on driving profitable, sustainable growth. For more information, visit theaiminstitute.com.

Corporate America is struggling. Few are able to demonstrate a track record of consistently dependable and profitable growth. This makes all parties — boards, C-suite leaders, managers and employees — unhappy. The knee-jerk scapegoat is the external environment. And there’s a long-held suspicion that the short-term financial focus most companies embrace is unhealthy (yet, we can’t seem to break the habit).

Is there a root cause feeding this misery? While many factors play into the dynamic, a glaring one is that too many companies are led by executives who’ve drifted far from the Builder behavior that made them great.

A Builder is someone who behaves like the founder of a company, with a passion to innovate. Many companies have senior leaders who don’t think like Builders, but like Decorators, with a focus on “curb appeal” and an obsession with quarterly financials. That’s a big problem — one that impacts every corner of the organization. As leaders have drifted away from Builder behavior, they’ve started making unforced errors that are slowing  growth. The company would grow faster and better if their leaders stayed home and did nothing.

My new book “Business Builders: How to Become an Admired & Trusted Corporate Leader” explains the four categories of leaders — Builders, Remodelers, Decorators, and Realtors — along with the compelling results of research The AIM Institute conducted of 654 publicly and privately held companies. There’s a place for every type of leader — but Builders need to be driving the bus.

Companies with Builders in charge not only enjoy sustainable growth, but everyone is happier. When the wrong people are in the wrong seats, of course boards are unhappy with the lack of growth — but employees are unhappy too.

It’s not always obvious who’s who — even to the leaders in question. A CEO might think they’re a Builder but may not be seen that way by others. Here are just a few insights from Business Builders:

There’s a dismaying shortage of Builders at the top. While every company was founded by a Builder, our research suggests only one-third to one-half of them are still led by Builders. The following excerpt from Business Builders explains the methodology and results:

To avoid bias in our survey, we didn’t use these four terms: Builder, Remodeler, Decorator and Realtor. We didn’t think many leaders would cheerfully identify themselves as a Decorator. Instead, we asked respondents to characterize the behaviors of their companies’ senior leaders using the four descriptions below. We added our four labels after the survey.

• Driving organic growth by delivering differentiated value to customers. (Builder)
• Improving operational efficiency through productivity, quality and costs. (Remodeler)
• Presenting favorable financial performance and outlook to investors. (Decorator)
• Pursuing external alliances, including mergers and acquisitions. (Realtor)

We asked respondents to identify the primary passion of senior leaders in their company. Fifty-three percent of senior leaders gave themselves the Builder description, while only 32% of subordinates characterized their senior leaders this way. More subordinates thought of their senior leaders as Remodelers (41%) focused on operational efficiency.

There’s a misconception that once a company is established, it can be safely handed over to other types of leaders. But no company facing competition can maintain profitable growth without aggressively meeting customers’ changing needs. The need for Builder behavior NEVER goes away. Non-builder leaders CAN coast for a long time before the company descends into mediocrity, irrelevance… or non-existence. Since the descent can take so long, a company can be lulled into thinking Builders are no longer needed. This is an illusion.

Being a Builder is a mindset, not a fixed reality. Non-Builders can become Builders by embracing the right beliefs and acting on them. A Builder’s cornerstone belief is a commitment to the “first duty:” Leave your business stronger than you found it. All stakeholders — shareholders, employees, customers, suppliers and communities — benefit when a company’s growth is not just strong and profitable, but also sustainable. When CEOs live for their retirement, without a thought for the lives their decisions impact, they’ve betrayed their first duty and forsaken the Builder mindset.

Maximizing shareholder wealth is NOT a worthy goal. GE’s Jack Welch is the prime example of a CEO who focused on this goal in the ’80s and ’90s, engaging in an intense combination of downsizing, outsourcing, offshoring and “financial engineering.” It worked — for the short-term. But 20 years after Welch’s 2001 retirement, GE’s value was at a quarter of its peak — and the company’s reputation was in shambles.

Plenty of research shows that maximizing shareholder wealth is a lousy goal. And when you look at how the stock price of a publicly traded company is valued — with 95%  being based on expectations of future growth — it’s not hard to see that short-term focus defies investor logic.

Market-facing innovation MUST be your primary focus. Simply put, if you aren’t continuously working to deliver superior, differentiated value to customers, your products and services become interchangeable with those of your competitors. You end up being forced to compete on price — and you fall into the “Commodity Death Spiral.” The only way to avoid this fate is to direct most of your resources into market-facing innovation. Non-builders tend to put their energies and funding toward things like quality improvements, cost reductions or building a powerhouse sales force. These may be fine secondary initiatives, but market-facing innovation isn’t an initiative you turn off and on. Understanding and meeting market needs should define your company.

Too many leaders suffer from first-domino fixation. They take an action thinking they’re tipping just one domino, but there’s always another that tips later. For example, (non-Builder) leaders who are handwringing over the financial results for the coming quarter might freeze discretionary spending. But that’s just the first domino. That spending freeze slows dozens of new product projects, delays future revenue, leads to poor earnings growth, and ends in another spending freeze (second, third, fourth and fifth domino).

Builders know finance is a spectator sport. I recall a time in my career when I worked for a CEO who loved financial reviews. I told him that the process reminded me of my first job as a chemical engineer watching over an extruder on the midnight shift: My job was to watch the hot synthetic rubber being squeezed out the end of the extruder exit die. I would take periodic samples and run several quality control tests. If the product quality coming out of the die was bad, did I stand there and exhort the die to do better? I did not. I checked what was going into the feed hopper.

In other words, if you’re not happy with the results you’re reviewing at these meetings, it’s because low-quality raw material was fed into your hopper years ago. Unfortunately, too many leaders try to implement “fixes” after a financial review like spending freezes or hiring delays or layoffs. All this does is put the brakes on future growth.

Promote Builders. Put everyone else in a supporting role. When you leave a Decorator in charge — someone who is constantly trying to improve the company but lacks passion or an end goal — you’re failing to inspire employees, and you’re chasing away future Builders. Don’t fire those who aren’t Builders; they can still improve operational efficiency, make acquisitions, or help you look good on Wall Street. You need them, but in supporting roles.

You can’t afford to hesitate with changes at the senior leadership level, but you can take more time with middle management. Give them a chance to show what they can do. Establish new measures of success, starting with their “duty” to leave their business stronger than they found it.

When the Builder mindset predominates, it becomes much easier to take the other vital steps, like creating a growth capabilities roadmap and seeking out long-term-growth-minded investors. It’s not easy — and it takes several years — but as a leader, you won’t be on your own. You’ll have many very motivated employees coming alongside to join you. C&IT

We asked industry experts to give us their take on the State of the Industry as we head into 2025. Here are their thoughts.

Courtesy Photo

Joe Fijol, Principal and Founder, ETHOS Event Collective

As we head into 2025, the industry is shifting toward relationship-based partnerships with Destination Management Companies (DMCs), moving beyond transactional interactions to prioritize deeper, collaborative connections. At ETHOS Event Collective, we’re embracing this trend by reintroducing the importance of the personal touch in event planning.

Amid escalating costs and fixed budgets, it is crucial to work with trusted partners who can stretch every dollar. Core values like training, local expertise and consistent service uphold a company’s integrity and allow DMCs to deliver high-impact results even under budget constraints. This shift reflects an industry-wide focus on creating meaningful, locally inspired experiences that go beyond the standard offerings.

For 2025, success will increasingly depend on partnerships that emphasize authenticity and local knowledge. By working with a DMC rooted in the community, clients gain access to unique venues and experiences that align with strategic goals and resonate deeply with attendees. It’s this renewed focus on relationship-driven event planning that’s setting the stage for memorable, impactful events.

Courtesy Photo

Pádraic Gilligan, Chief Marketing Officer, Society for Incentive Travel Excellence

As we look ahead to 2025, the incentive travel industry remains cautiously optimistic. While demand for incentive programs is strong, we’re witnessing a shift in corporate expectations, with many clients looking to replicate last year’s successful programs at the same budget despite ongoing inflationary pressures. This expectation creates challenges for planners who must balance high-quality delivery with cost-efficiency.

In terms of destinations, there’s a noticeable trend of programs staying closer to home, especially for North American and APAC clients. However, Europe remains a sought-after region, with buyers prioritizing unique, high-value experiences that justify investment. This approach signals a continued demand for creative, destination-based solutions that elevate experiences beyond the traditional.

Despite budget constraints, corporations recognize the essential role incentive travel plays in driving performance. As we adapt to these tighter financial constraints, the focus shifts to delivering high-impact, memorable experiences that align with value-based spending. Overall, the industry’s resilience and flexibility are helping us navigate these demands, reinforcing the role of incentive travel as a key component of corporate strategy.

Courtesy Photo

Steve O’Malley, EVP, COO, Maritz Global Events

As we look ahead to 2025, the event industry appears strong despite a challenging environment with high costs and a complex geopolitical landscape. The pandemic reinforced the need for face-to-face events, and we see that with client demand, as well as participation levels from attendees and exhibitors.

There are a few key trends that we believe will shape the industry next year. First, there is a continued focus on how events are designed, especially which elements are most critical when people come together in person. We are seeing generational shifts as Gen Z enters the workforce in greater numbers and comes with a different set of expectations than older generations. There’s also an increased focus on accessibility and inclusion.

Another trend is the growing importance of sustainability and the carbon footprint of events. This is driven by increased regulatory requirements, as well as shifts in consumer values. Finally, technology — AI especially — continues to rapidly change the ways event planners do their jobs and enables richer and more targeted connections with their attendee and exhibitor community.

Courtesy Photo

Catherine Chaulet, President and CEO, Global DMC Partners

Driven by a blend of innovation, shifting consumer priorities and global challenges, the meetings and events industry continues to evolve at an accelerated pace. From her global perspective leading the largest worldwide network of independent Destination Management Companies (DMCs) and specialized event service providers, Global DMC Partners President and CEO Catherine Chaulet has stayed keenly attuned to broader business and industry trends. She recently identified 10 key predictions for meetings and events professionals to be mindful of heading into 2025.

“Overall, the MICE industry is embracing a future that values intentionality, resilience and sustainability while balancing the transformative potential of technology with the irreplaceable power of human connection,” states Chaulet. “As planners navigate these trends, the focus will remain on creating meaningful, forward-thinking events.”

More and More Diverse Destinations are Being Selected by Planners: Beyond the traditional destinations, planners are seeking new destinations for their programs. The demand for secondary destinations as well as exotic destinations, such as in Asia, Africa and Latin America has increased.

Further, overtourism is pushing destinations to promote lesser-known regions. For example, Portugal is spotlighting areas beyond Lisbon, offering unique opportunities for MICE groups to explore untapped locales while reducing strain on overvisited cities. This approach aligns with sustainability goals and offers planners fresh options to engage attendees.

Supply Chain Constraints Shape Pricing and Accessibility: Hotels, airlines, and AV providers face ongoing supply challenges, from airline part shortages to bankruptcies, such as the recent announcement by Spirit Airlines. Attendees and planners should not expect price reductions as demand continues to outpace supply. Longer flight routes to avoid risky regions are further impacting logistics and costs.

To combat this, planners are increasingly opting for four-star over five-star properties. This shift reflects a growing focus on attendee preferences, as groups prioritize immersive destination experiences over time spent in their accommodations. By selecting premium, yet less extravagant, lodging options, planners can allocate budgets more effectively while still providing comfortable and high-quality accommodations that meet attendee expectations.

Geopolitical Uncertainty and Its Impact on Planning: Geopolitical tensions and international economic pressures are driving last-minute decision-making. Event planners are monitoring global stability closely to avoid cancellations, with flexibility becoming a top priority.

Expanding Seasonality: Regions once considered off-season are becoming viable year-round destinations. As an example, Boston’s now milder February and March months are seen as less risky for events, and expanded seasonality helps planners avoid peak pricing while still offering desirable experiences.

Sustainability: More Than a Buzzword: MICE events are becoming key drivers of sustainable tourism. Planners are focusing on reducing waste, incorporating locally sourced food and beverage and offering experiences that positively contribute to local economies and communities. Destinations view high-value MICE business as an essential tool for sustainable growth and cultural appreciation.

Personalization Through AI and Creativity: Artificial intelligence is transforming the event experience, from personalized itineraries to creative engagement tools. 2025 will see a strong focus on educating planners and attendees on leveraging these tools effectively, ensuring that technology complements — rather than replaces — the human touch. Many of these new technological tools can positively impact the attendees’ experience, as well as improve the ROI of events.

Face-to-Face Interaction Remains Paramount: Despite advances in AI and virtual tools, the enduring value of face-to-face networking remains the cornerstone of the MICE industry, especially with cost concerns of hybrid events. Companies recognize the importance of in-person connections for building relationships, fostering creativity and driving innovation. One caveat to this is the pharmaceutical industry where virtual meetings are still prevalent due to the last-minute nature of programs.

Catering to Diverse and Multigenerational Attendees: Planners are incorporating different facets of meetings to accommodate diverse audiences and their needs and preferences, such as flexible seating arrangements, free time and self-guided activities, closed captioning and virtual options.

Beyond Wellness: Extreme Recovery and Elevated Living: Wellness is moving beyond massages and yoga retreats. Attendees are seeking programs that prioritize high-performance living. Inspired by athlete recovery techniques, 2025’s events will offer medicalized wellness experiences, such as advanced diagnostics, tailored recovery programs, and extreme self-care practices designed to boost physical and mental vitality.

An Extension of the Self-Care Trend: The rise of athleisure wear in events has resulted in attendees embracing comfortable yet stylish attire, such as company-branded, fashion-forward sneakers. Individuals and companies are expressing themselves through their fashion choices in a new and authentic way rather than conforming to previously accepted business attire.

“As the meetings and events industry faces unprecedented complexities, DMCs have become indispensable partners for planners navigating the road ahead,” shared Chaulet. “From managing geopolitical risks to uncovering secondary destinations and crafting bespoke, sustainable experiences, DMCs bring local expertise, creative solutions and logistical precision to every event. In 2025, planners should lean on DMCs to ensure seamless execution, unlock hidden gems and deliver experiences that resonate deeply with attendees while respecting the unique challenges of each destination.” C&IT

Opened last year, the Summit Building nearly doubled the capacity of the Seattle Convention Center by adding 573,770 sf of event space. Photo by Adam Hunter

From the rocky shoreline of the Oregon coast to the cities of verdant Washington, to the mountains of Wyoming and Montana and the forested terrain of Idaho, these five western states all share one thing in common: their stunning scenery. Whether it’s a weekend retreat for a board of directors or a quarterly meeting for 150, the abundance of riches waiting to bring a planner’s vision to life is unsurpassed. With mild weather for most of the year and a smaller environmental footprint than many other areas of the country, these Pacific Northwest (PNW) areas are worthy of consideration.

Portland, OR

Known as the “Bridge City” because of the abundance of bridges that cross the Willamette River, Portland is one of the anchor cities of the PNW. As the most populated city in Oregon, it’s certainly got its share of hotels, restaurants, outdoor spaces and special event venues.

The Oregon Museum of Science and Industry is an interactive space with five halls and eight different labs where you can host a variety of meetings, film screenings or museum-wide receptions. Another indoor venue of note is Union/Pine, which allows for intimate meetings and events in their 10,000 sf space, which includes a sunken living room, loft and back room. The venue also has an open catering policy that allows a planner to partner with eateries around the city, and they offer bar service through Bar West: considered one of the city’s best cocktail bars.

The Leftbank Annex is a versatile event space with a unique history and features industrial elements such as open beam ceilings and brick walls. Designed as a blank canvas, the space can easily accommodate a planner’s vision within its 14,000 sf spread out over two floors. A special bonus is that it’s managed by a local, Certified B Corporation.

Outdoor spaces are in abundance in Portland — many of them open to group events — beginning with options like the Oregon Zoo. Located just minutes from downtown via the MAX Light Rail, the zoo is home to more than 2,000 animals and more than 40% of it has been renovated in recent years. Additional beloved outdoor venues are the Portland International Rose Test Garden (which started as a haven for hybrid roses grown in Europe during WWI), and the Portland Japanese Garden, which was declared by a former Japanese Ambassador to the U.S. as “the most beautiful and authentic Japanese garden in the world outside of Japan.” There is also the nearby Forest Park, the largest urban forest in the country.

Desiree Everett, vice president of convention sales & services for Travel Portland, notes that the city hosts approximately 100 corporate and incentive functions annually, including a variety of meetings, events and conferences. Although they do have a LEED-Certified Platinum convention center, what really stands out for smaller gatherings are the city’s one-of-a-kind venues.

She says, “Portland boasts a variety of unique offerings, such as the church-turned-brewery Steeplejack Brewing Company, Ecotrust, located in the Pearl District in a building that was formerly an 1890s warehouse and supports local farmers, ranchers, fisheries and caterers; and Redd on Salmon Street — a vibrant event space and hub that’s centered around a celebration of food.”

Everett notes that several of Portland’s restaurants have made it onto “The New York Times Best New Restaurants” list, as well as “Bon Appetit’s 20 Best New Restaurants of 2024.”

For local accommodations, planners can consider properties such as The Nines, a Luxury Collection Hotel, currently undergoing renovations to its meeting spaces; the Heathman Hotel, The Benson, Portland, Curio Collection by Hilton; and the Sentinel. More boutique offerings are the Woodlark Hotel, Hotel Lucia, and new on the horizon is the Cascadia Hotel with its Immersive Wellness Thermal Springs and Spa, opening this winter in the Alberta Arts District.

An additional note regarding Bridge City is its $2.15 billion renovation of PDX Airport. With a nine-acre roof that lights in natural light, over 5,000 plants, timber that was locally sourced and dining options offered by local eateries at “street pricing” (a city ordinance forbids restaurants from charging more at the airport than elsewhere), hosting an event at the airport might also be a viable option — especially after the next phase when onsite meeting spaces will be added.

Cambridge Investment Research cited Boise’s walkable downtown as one key factor when determining a location for their Retirement Plan Summit. Courtesy of Amber Mattis

Boise, ID

Suzanne Stigers, founder of EvolveCon Events (a company that offers a booking platform, event management and site selection), describes Boise as “an incredible city.”

She says, “It’s clean, safe, friendly and beautiful. And flying into and out of the airport is the most glorious experience. Everyone’s in a good mood. You can literally see downtown from there — which takes about 10-15 minutes to get to — and there’s nonstop service to dozens of destinations.

“From a corporate perspective, The Grove Hotel is a good choice for groups that need all-in-one meeting spaces and accommodations,” notes Stigers, “but there’s also a wealth of great options for events scattered throughout the city like the Warehouse Food Hall, the Treefort Music Hall (which opened in 2023), and the Basque Community Center.”

Two other venues of note are The Avery, a 90-seat fine-dining establishment, and the more casual Tiner’s Alley Bar, which seats 70. Both venues are tied to The Avery Hotel, owned by Michelin-starred chef Cal Elliott and his wife, Ashley, and both restaurants are available for buyouts and private events.

Boise has several James Beard award-winning restaurants, but there are more amazing food options at places throughout the downtown area, including the original Bardenay Restaurant & Distillery, housed in a brick warehouse on the Basque Block and the first distiller to operate in a public place, and JUMP (Jack’s Urban Meeting Place), a creative, multipurpose space that’s ideal for lectures or receptions. JUMP’s Pioneer Room also offers floor-to-ceiling views of the Boise skyline.

Construction is still underway on a 15-story, dual-branded Marriott property: the 171-room AC Hotel and the 125-room Element Hotel. Slated to open in 2026, the two will share a lobby and provide event space on the third and fifth floors.

New on the Boise scene is the 67-room Sparrow, a repurposed inn that debuted in July and features local art and a permanent food truck in front, while beneath the Fork Restaurant the new 8 Horses Lounge lures you in with a speakeasy vibe, where events hosting up to 100 can be coordinated, or a more intimate gathering of 20 can take place inside a vault.

A relative newcomer is the 122-room Hotel Renegade, which sports a rooftop deck and the Highlander bar and shares a wrap-around balcony with the hotel’s Overland Ballroom.

Amber Mattis, manager, event planning for Cambridge Investment Research, recently planned the company’s annual Retirement Plan Summit for 85 U.S.-based attendees at the Hotel Renegade and has these observations about the city: “When considering Boise, the convenient proximity from the airport to the hotels is a key feature, and the walkable downtown is a highlight with its charming shops and fantastic restaurants.”

“We hosted our offsite at the Telaya Wine Co., located on the Greenbelt, and the experience was outstanding. The staff went above-and-beyond to create a custom gifting experience with personalized boxes featuring local wine and branded corks with our logo. But the standout element was undoubtedly the people. Boise’s exceptional hospitality, including at the hotel, truly made our event special,” adds Mattis.

Spokane, WA

Located in the eastern corridor of Washington state, Spokane is poised to step up its events game. In the coming year, the Spokane Convention Center will see the completion of a major expansion that includes a new exhibit hall and meeting rooms.

Another renovation of note is taking place at the Davenport Hotel Collection, which recently announced they’re transitioning the Historic Davenport back to its original name and closing the Hotel Lusso for renovations. In early 2025, the property will “emerge from its facelift and reopen as The Louie, which will be offered as an elevated experience,” notes Ruth Fitzgerald, CHSP, CHME, and vice president of sales at Visit Spokane. Meanwhile, The Cambria hotel is slated to open in 2024. The 91-room property will be a short 3.5-mile distance from the airport and offer 1,000 sf of meeting space.

New on the horizon at the Spokane International Airport is the Terminal Renovation and Expansion (TREX) project, scheduled to be completed in 2025. The airport’s largest-ever terminal modernization and expansion project, it will include new gates, ticket counters, passenger loading bridges and security improvements.

For planners looking to coordinate offsites in the downtown corridor, Spokane offers venues such as the Northwest Museum of Arts and Culture, which provides a rich cultural backdrop for evening receptions or networking events. And because Washington state has emerged as the second-largest wine producer in the country, local wineries are another great option for group events.

The Spokane Cork District is a fantastic in-town option, with 15 wineries within walking distance of one another and near the roaring Spokane River Falls. You can add to the experience by booking a group tour of Barrister Winery, which takes you to a barrel room underneath the train trestle for the BNSF Railroad. “This proximity to the railroad tracks contributes to the wine-making process as trains rumble by,” notes Visit Spokane. “While Barrister wine is aged for one-and-a-half to four years, the vibrations from each passing train assist in settling the solids in each barrel — creating uniquely ‘train-settled’ wine.”

Green Bluff Cluster and the Spokane Valley Cluster are additional wine-tasting districts located within a short drive of downtown.

Choosing from a menu of exceptional dining choices is always a challenge, but one of note is Clinkerdagger, a Spokane landmark restaurant by the Falls where the Bickerstaff Room can accommodate up to 40 for intimate gatherings. For sheer elegance and historic grandeur, you can’t go wrong with The Historic Davenport. Attendees can imbibe on custom cocktails and signature martinis in the Peacock Room Lounge underneath its stunning glass ceiling or dine in the historic lobby restaurant and sample its famous Crab Louis Salad accompanied by the signature Peanut Brittle Martini.

Montana and Wyoming

The crazy shenanigans at the Dutton Ranch on “Yellowstone” might be make believe, but the series is filmed on a real ranch in Darby, Montana. Located on the same trail once taken by the Lewis & Clark expedition, the Chief Joseph Ranch (its real name) logs in at 2,500-acres and operates as a guest and working ranch. Planners looking for an exclusive, Hollywood-inspired incentive trip with a Western flair might consider booking the two cabins on the ranch — one of which served as Rip’s cabin in the series.

For something a bit more upscale, the Triple Creek Ranch, also located in Darby, is a Michelin two-key property and part of the Relais & Chateau collection. The adults-only resort offers an all-inclusive experience, “refined rustic elegance,” and a curated collection of Western art. Planners could also piggyback onto existing programs at the ranch like an Artist’s Workshop Weekend or Cowboy School.

Nestled in the shadows of Yellowstone National Park are another two Montana properties. The Montage Big Sky is located just 45 minutes from the park and offers a plethora of outdoor activities as well as a tranquil spa at the day’s end, while the Sage Lodge, located on the banks of the Yellowstone River (and 35-minutes from the park), is a three-key Michelin property and sports soaring ceilings in the resort’s lobby alongside massive floor-to-ceiling windows. Onsite activities include private pond fly fishing, daily staff-guided activities, hiking and rafting, while tours to nearby Yellowstone can also be arranged.

Other Montana lodges of note are the five-star Ranch at Rock Creek — a 19th-century homestead secluded in a pristine valley that offers both rustic accommodations (in the Historic Barn) and upscale, two-story log cabins filled with antiques and art — and The Lodge at Whitefish Lake, located adjacent to the 28-acre Viking Creek Wetland Preserve. A four-Diamond Award winner, the lodge has a conference/grand ballroom with over 6,000 sf of flexible meeting space, in addition to the Boat Club private dining room, an executive boardroom and a lakeside pavilion & lawn for outdoor events.

In neighboring Wyoming, planners seeking an upscale ranch experience might consider the Brush Creek Luxury Ranch Collection in Saratoga. There, three ranch properties offer a variety of accommodations, a talented spin on “cowboy cuisine” and outdoor activities on the 30,000-acre working cattle ranch located between the Sierra Madre Mountain range and Medicine Bow National Forest.

Over in Casper (the second-most populous city in Wyoming), the Casper Nordic Ski Lodge is set to open in January and will provide 4,000 sf of space. The city also features more than 2,400 hotel rooms and a combined 180,000 sf of flexible meeting space.

Jim Magagna, executive vice president of the Wyoming Stock Growers Association, recently hosted a three-day event for 250 attendees in Casper. “We chose the city for its central location,” he notes, “and because it has good air service from Denver. Wyoming provides an excellent opportunity for our attendees to visit wide open spaces and participate in outdoor activities.”

Indoor venues of note are the David Street Station, an outdoor plaza in the heart of downtown with a variety of rentable spaces; the Hogadon Basin Lodge, with floor-to-ceiling windows; and The Nicolaysen Art Museum, where Bryce Hall (the museum’s main lobby) or the more contemporary McMurray Gallery are available.

Seattle and Bellevue, WA

The “Emerald City” has always been a gem, but never more so than after a rainstorm. The perennially green city is home to an abundance of outdoor spaces, including parks, lakes, riverside trails and waterfront avenues. With a wealth of outstanding options for planners seeking a stellar experience for their attendees, it’s no wonder Seattle (and nearby Bellevue) consistently ranks as a top choice for planners.

The Seattle-Tacoma International Airport (Sea-Tac) has always been a major player on the transportation scene. But recent commitments will see the international airport get even bigger and better. Currently, there are more than 100 different projects in progress with the goal of having many completed in time for the World Cup in 2026, including a $400 million expansion aimed at traveler-centered amenities. Nearby, The Museum of Flight is a local favorite for special events held in their Barnstormer Lounge, the T.A. Wilson Great Gallery or the William E. Boeing Red Barn.

Within the downtown core, planners have a wealth of venues to choose from, including stunning spaces at the Chihuly Garden and Glass underneath a domed ceiling, the eclectic and fascinating Museum of Pop Culture (MoPOP), with topnotch exhibits that explore the power of music and pop culture, or the Museum of History & Industry (MOHAI), housed in a former Naval reserve building that overlooks Lake Union.

Brett Robertson is CEO at SHW, where the events team has coordinated meetings ranging from board of directors dinners to corporate conferences. “One of the things people who come here are amazed at is the quality of the food,” observes Robertson, “and I’d argue we produce the best beer of any place in the U.S. The seafood here is spectacular, too.”

Tapping into that sentiment is one of the best-received activities that SHW coordinates for attendees: chartered seaplanes that take guests out to the nearby San Juan Islands where they enjoy a lesson in oyster shucking, take a sail under sunny skies, then sit down to a white-linen dinner on the shores of the Salish Sea.

Lest anyone think the city is always enveloped in a downpour, Robertson says, “For the past 5-6 years, from May through October, the weather is amazing with sunny days that last long into the evening during the summer equinox.

“Seattle is also a walking city,” continues Robertson, “which is what makes the new Waterfront Park project so exciting.”  Scheduled to open in 2025, the park will serve as a public space where the Alaskan Way Viaduct once stood. It will encompass pedestrian walkways and green spaces, connect Pioneer Square with the waterfront and include upgrades to the aquarium.

Some of the specialty spaces that SHW has booked include The Pink Door, a longtime Seattle favorite located at Pike Place Market, and legendary glassmaker Dale Chihuly’s private studio, which houses some of his personal collections. For corporate accommodations in the downtown corridor, Robertson touts the Lotte Hotel Seattle, the Four Seasons Hotel Seattle and the Fairmont Olympic Hotel, Seattle.

On the other side of Lake Washington, Bellevue — home to such heavy-hitters as Microsoft, Expedia and Amazon — is in a constant state of expansion. Recently, the 208-room InterContinental Bellevue at the Avenue, an IHG Hotel, was added to the accommodations roster that also includes The Westin Bellevue and the W Bellevue.

In a city that offers a stunning array of dining options aimed at capturing post-work meetings, company buyouts and release parties, two standouts are Civility & Unrest and Ascend. The former features back-to-back bars that you enter through a hidden door beneath the W Bellevue lobby, with the “civility” side having a more refined feel and the “unrest” moodier and more atmospheric. Groups from Google frequently buy-out Unrest for intimate gatherings, but both bars offer signature cocktails and catered food.

Ascend Prime Steak & Sushi — located on the 31st floor — is a knockout venue complete with a bar and lounge, two dining areas and four private dining rooms overlooking Lake Washington. Signature cocktails are made with unique flavor combinations, premium meats (including A5 Japanese Wagyu) are available by the ounce and a showstopper dessert is served amidst a bath of liquid nitrogen. And for the perfect ending to a perfect event, sunsets viewed from inside or on the outdoor decks are nothing short of spectacular. C&IT

Caesars SVP and Chief Sales Officer Mike Massari

Caesars Entertainment continues to expand its footprint with the goal of remaining a top player in the meetings and events industry. During the recent IMEX show in Las Vegas, Corporate & Incentive Travel publisher Harvey Grotsky sat down with Caesars’ SVP and Chief Sales Officer Mike Massari to discuss the state of the industry and what Caesars is doing to remain a leader.

Q. To what extent is Caesars involved with green meetings?

A. I think that wellness, sustainability, community involvement – these are mega trends in our industry and have been. They are not new.  They have been for a number of years. They will continue to be because I think customers have values. Facilities and operators also have values and it’s important to align the right values with each other. So, you will see us going really forward with wellness. You’ll see us at the top of the heap in terms of sustainability and community involvement as a company. This is important to us.

Q. How much are meeting planners really involved? Is that something that comes up all the time?

A. Yes, all the time. Every company is different. If you think about Fortune 500 companies, top associations, top trade show producers, they all have a different point of view on how they engage with the communities they live and operate in with their team members, with sustainability and with wellness, so we try to match those things. But, there aren’t many companies that aren’t thinking about this as well.

If you want to make the point that the execution of the meetings and events, the increase in sales, the increase in membership, the product roll out is the primary function, and these things are around the periphery and secondary, I won’t disagree with that at all. I would agree with that, but they are still there. And they are still part of the decision-making process, part of the customer expectation, and frankly, part of our DNA and fiber too. So, I won’t say it drives decisions, but it’s expected and we’ll live up to it, and we’ll live up to it in a welcome fashion because it is part of who we are too.

Q. How much has business bounced back since the pandemic?

A. We’re above our 2019 levels. I think business is stronger now than it was at any time pre-pandemic. People understand precisely why they gather together. They understand how important it is to the success of their organization or company. They lived life without the benefit of gathering together to move their business forward and they have no intention of doing it again.

Q. Going forward, next year for example, do you think the election will help our industry, or not help our industry? Do you think a lot of people are holding back because of the election?

A. We book a lot of business short-term. But, our typical window is much longer than measured in months. I think you’ll find people in my position who will say there are some who hold back and next year should improve when uncertainty is alleviated. Maybe. But, I don’t see a ton of that. This has been a very good year for us in general. Next year will be an excellent year for us, election or not.

Q. Given what happened during the pandemic, are there any plans in position to overcome what happened at that time? You hear there’s going to be another problem down the road. How do you plan for something like that?

A. I would continue to challenge our industry to be working on the advocacy side to make sure that our industry is viewed as an essential industry. If something like that were to happen again, when it occurs, you should view gathering together safely. You can’t live life optimally without gathering together, but you have to do it safely. But our industry needs to continue to advocate for policies that make meetings and events and gatherings essential in that type of environment.

Q. What are the plans for Caesars expansion?

A. If you want to compete in Las Vegas, in Atlantic City, in New Orleans, in Lake Tahoe and in Reno, but particularly in Las Vegas in the meetings and events world, if you don’t bring your ‘A’ game every day, you just get slaughtered. So, we’re constantly figuring out ways to improve our product, improve our people, our relations with our customers, our service levels and the way we interact with people and our customers. If you’re not innovating and trying to get better every day, you just can’t survive. You walk around here: MGM, Wynn, Caesars and others – these are people who are best in the world at doing this. If you don’t bring your ‘A’ game, they’re going to run right over you.

Q. How do you find getting adequate help? How do you go about getting seasoned professionals?

A. It’s not easy. I think you have to start at the beginning with this. It’s who are you going to be as an individual. How helpful and supportive are you going to be to your team members? How do you onboard them and get them ready for the job? How do you make sure they are supported and have the tools and resources they need when they are here? Are they compensated fairly and appropriately? Do they have the right type of work-life balance? You have to think through all that and make sure it’s a great place to work, because if it is not, there are other great places to work in this town. So, from an operational standpoint, where all our employees are in this community, it’s back to if you don’t bring your ‘A’ game, other  properties will just clean your clock.  If you’re not doing your job for your team members, then they’ll just take them from you.

I’ve been here 25 years. I have made more mistakes than I can count, but we work really hard at it. We try. We ask lots of questions. We try to be our best. I think people appreciate when they know that people that are around are working hard at it and trying. They’re doing their best. I think they really value that.

Q. Are you seeing any particular trends as far as meeting bookings going forward?

A. I’ll answer this question two ways. The first part of my answer is, the longer I do this, the more I realize that things stay the same over the years. I mean, this trade show set up is not dissimilar to the way the Grand Bazaar in Hungary was set up 2,000 years ago, right? It’s the way to connect buyers and sellers, so when you think about a general session and there’s a speaker and there is an audience, not dissimilar to the way things were set up at the Greek amphitheaters during the origin of democracy in Athens. Not a lot changes in those regards. Around the periphery, how do you connect the audience to the speaker to have engagement going on in real time? What is the technology? What are the pre-reads? What are the post surveys? What are the wellness components and the community involvement components that happen in tandem with the main communication and learnings? All those things are evolving, growing, changing, but the core doesn’t change a whole lot. So, I think there are two answers to that. The core doesn’t change much. The periphery is where we are constantly driving to evolve and get better at.

Q. Are there any plans to expand into new markets?

A. I think our company answer would be, we’re interested in knowing about new markets as they evolve, and if they are a good fit for our company, we’ll get after it. Beyond that, I don’t have any details to share about the possibilities. C&IT

We at Corporate & Incentive Travel magazine are proud to present the winners of our 40th annual Awards of Excellence. We thank our subscribers — the meeting and incentive travel professionals — for judging which hotels, resorts and conference centers best served their needs by excelling in staff service, accommodations and meeting facilities, F&B, event setups and arrangements, ambience and accessibility. The subscribers also choose the convention and visitors bureaus that go above and beyond in service and support, promotional assistance, supplier, facility and venue information, coordination and liaison with local attractions and transportation, and comprehensive assistance with accommodations and site inspections.

While others may be content to rest on their laurels, these industry-leading winners prove what it means to be ‘best in class’ by continually reinventing themselves through renovations and rebrandings. Communicating and marketing effectively is all about making real connections through relationship building. When you make it personal, you make meetings and events an unqualified success — and then everyone is a winner. We salute all the winners of our Awards of Excellence on these pages and invite you to read the success stories of many of the winners featured in this annual section in our digital edition. C&IT

The Corinthian Events team prepares ahead of an event carefully to alleviate stress during the event itself. Pictured: Members of the team at a nonprofit gala last spring. Courtesy of Courtney Church

Meeting planning is an inherently stressful industry. The constant pressure to deliver flawless events paired with working long hours and consistently meeting tight deadlines can take a toll on our mental and physical well-being. In some cases, this can lead to career burnout — or worse.

Prioritizing your physical and mental well-being, however, shouldn’t be perceived as self-indulgent. Centering self-care helps planners be more productive and energized, and better prepared and positioned to handle the unexpected challenges that are inevitable in meeting planning. Whether it’s a keynote speaker grounded by a canceled flight or a tech glitch at registration, there are some proven best practices to keep the stress at bay and let your self-care skills lead you to success.

Katie McDonald is a Providence, Rhode Island-based keynote presenter and self-care strategist who has experience working with meeting planners. She acknowledges the high-stakes industry intrinsically lends itself to stress, but insists it doesn’t have to be that way.

“I’ve seen firsthand how reactive their days are, all day long in a state of reactivity, and they are fried,” she says. “The fear is that something is going to drop, something’s going to fall, and I think it’s that constant state of vigilance that’s so exhausting.”

Learning how to practice and prioritize self-care, explains McDonald, is the best way to navigate the rigors of meeting planning, and ultimately, reignite one’s passion for their work. “Self-care isn’t selfish. It’s your duty, and that is really the intersection of our well-being and our productivity … We’re investing in the success of an event when we’re investing in how we care for ourselves.”

Burnout is Real

According to a study published by the World Scholarship Vault last year, event planning was ranked as the third-most stressful job in the world. Industry leaders, including Courtney Church, CEO and founding partner of Corinthian Events in Boston, MA, are listening. “I recently had the privilege of listening in on an Exos conference and it’s clear that every industry is suffering from burnout,” Church says. “Being connected 24/7 takes a toll on our bodies and our minds; it’s a new phenomenon. Science-based research is now correlating the importance of rest and recovery for peak performance not only for athletes, but high performers at the office as well.”

Church says some employees at Corinthian Events are better at protecting their time than others, putting their wellness first and managing their time and calendars. “They ironically are the more ‘chill’ of our team and should be used as an example,” she says. But Church notes that the company and industry in general tends to attract driven, motivated, type-A high performers, and they can sometimes have a harder time ending their work day, leaving little time to find balance. “We all go through peaks and valleys of having full work schedules,” says Church, “though the one constant block of time on our schedules should be wellness.”

Event wellness architect and 20-year veteran corporate planner David T. Stevens knows burnout first-hand and the extent to which prioritizing mental health can create a seismic shift. In 2020, he recalls being satisfied with his level of physical fitness, but also being miserable. Somewhat reluctantly, Stevens started meditating, and though that led to him nodding off at first, he also had a breakthrough, not just personally, but professionally. Stevens says when he’d wake up, he found he was grounded and refreshed, and the practice taught him how to breathe with intention. He learned that while fitness and food are important, that’s not the whole picture when it comes to wellness.

Stevens, who co-founded Olympian Meeting in Austin, Texas, says even small exercises can help mitigate challenges as they arise. When someone at a conference or meeting is headed your way and it’s clear there’s an issue, he advises planners to practice “box breathing,” or deep breathing.

The breathwork technique involves deeply inhaling to a count of four, holding for four seconds, slowly exhaling for four seconds, then holding for another four seconds. Repeat for three to four rounds and you’ll likely find your anxiety levels plummet.

“In the time they get to you, you can already have engaged your parasympathetic nervous system, slowed your heart rate, become calm and be ready for whatever is going to be discussed, regardless of where they’re at,” explains Stevens. “You will be in a peaceful spot where you can approach the issue with reason and a calm mindset, so that you don’t just retaliate in that conversation.”

If there’s any doubt about its effectiveness, the breathing technique is endorsed by the U.S. Navy SEALs to de-stress, remain calm, focus clearly and get the nervous system under control.

Setting Boundaries

Setting healthy boundaries and communicating those boundaries with both clients and co-workers helps meeting planners best manage their time and to use their time effectively. Easier said than done.

“One thing we’re really bad at is setting boundaries, and the only thing we’re worse at is enforcing those boundaries,” says Stevens. “We’ve gotten to this place of craziness in our industry where it seems like we’re just at everyone’s beck and call, and we are not. We aren’t servants. We are here to be partners to deliver on an experience that changes people, and that’s what makes a difference.”

Setting boundaries and expectations in advance, he adds, will ensure that people know if they email you at one o’clock in the morning, they’re going to have to wait to hear from you.

Dr. Romie Mushtaq, MD, a neurologist, speaker and author of “The Busy Brain Cure,” says stress serves a purpose, but chronic stress is dangerous.

“Psychologically, in business, being available 24/7 is not considered a healthy work ethic. Once we signal to our clients that we are available on demand, the demands will increase,” says Mushtaq, who became the Chief Wellness Officer at Great Wolf Resorts earlier this year. “Setting boundaries on time is not bad business or disrespectful. When we set boundaries with our time and availability, it signals to clients that we respect both our and their time.”

Mushtaq explains that while acute stress is typical and can even help overcome procrastination, chronic stress should not be considered normal. “We need to rethink wearing stress as a badge of honor. Chronic stress can kill you; it almost killed me.”

Her traumatic experience inspired her to transform the way we think of brain and mental health in the workplace, and was the motivation behind writing her book. “It is important to me as a physician and speaker to reach our meetings and travel industry because I see firsthand the amount of stress that is mislabeled as ‘normal’ or ‘a part of the job.’”

Jamie Pepper, former SVP of Meetings and Coordination at Opal Group in New York City, admits that when traveling on site, meeting planners can have little to no work/life balance, but says that keeping perspective and being realistic about the demands make all the difference.

“I think that, if you have that expectation going in, it’s manageable, because you know what you signed up for,” says Pepper. But when not in event mode, Pepper, a mother of two children, made one major shift that’s been a wellness game changer: she deleted her email app off her smartphone.

“I’m not getting your email at seven in the morning, and I’m not expected to respond to you. I think that that is critical in your work-life balance,” explains Pepper. “When I travel I have it, but outside of a program, I do not.”

Preparation is Key

For Church, the key to keeping stress levels manageable going into an event is all about checks and balances. With nearly 25 years in the industry, Church and her team have developed protocols to set them up for success so they are well prepared going into an event. “Ten days before any program, we have a pre-event meeting involving an executive team member who may or may not know anything about the event. They will listen, review, punch holes and generally ‘sanity check’ each job,” she says. “It provides a level of security with fresh eyes, ‘blessing’ the event.” Following the templates they’ve designed, Church says the Corinthian Events team goes into programs “with a sense of calm and alignment.”

But even the best-laid plans can detour. McDonald explains that meeting planners work tirelessly to deliver successful events by meticulously preparing down to the most minute detail, but ultimately, there are things out of their control, and that’s where burnout typically manifests. “Meeting planners can control everything to the degree that they can, but there are all of these outside forces, so there is a chronic state of vulnerability and a sense of lack of control with this expectation of constant control,” she says. “Think about it: you’re at an event — even if you’re just attending an event — you’re running around. The first thing that goes is our well-being and self-care, and that’s the very thing that we need to double down on in order to have the kind of day that we need to produce.”

Allocating time to tend to one’s needs and taking the steps that make them feel their best selves typically pays off in spades. “I really encourage all of us to just take a moment, even if it’s just for the length of time it takes to prepare and consume a cup of tea — often my measurement of time with ourselves — which feels excruciating for high achievers because we’re not doing anything. It is actually investing in our business. We’re investing in the success of a meeting or event when we’re investing in how we care for ourselves.”

Changes Start Today

Taking time to reset and recharge is critical to creating balance. “A few years ago, we implemented ‘Open’ or ‘Responsible PTO,’ allowing our team to take the time they need to re-energize and find some breathing room,” says Church. “While many still don’t take advantage of this, we do our best to really push our team to take this time.”

Corinthian Events operates in a hybrid work week for employees, which allows them to have what Church calls “you do you” days, where employees can work at home or where they need to.

“We have morning ‘Vuddles’ — a virtual stand up huddle — twice a week where the whole team joins a Zoom and we either play a fun game or share interesting stories from the weekend or what we are excited about. It’s generally a time to bond, have some fun and take a breath. We plan great team outings and gatherings to play, build trust and let our hair down,” says Church.

Taking Action

McDonald says the first step over-stressed meeting planners can take is start with self-awareness. “And the only way that we gain self awareness is when we actually spend time with ourselves, which is the one relationship we tend to ignore the most,” she explains.

McDonald also suggests building decompression time into the event or conference post-mortem meeting, just like any other task. “I know they have a post-event protocol, but I’m not sure that they show up on that list,” she says. “It’s important to add time to recharge to their post event protocol and to replenish after this major exertion.”

Another step that seems simple but many meeting planners deprive themselves of often: sleep. “When you start prioritizing self care and looking out for yourself, which is not selfish, that’s going to empower you to be even better and brighter and smarter and faster, and you’re going to get things done in less time, because you have brain power, because you let your brain reset,” explains Stevens.

Though a uniquely demanding industry, meeting planners who prioritize their physical and psychological well-being will see a remarkable return on investment, both personally and professionally. C&IT

DepositPhotos.com

Budgeting for food and beverage (F&B) is a crucial aspect that can significantly impact an event’s overall success. While planners meticulously outline expenses to ensure everything runs smoothly, hidden charges often lurk beneath the surface, threatening to derail carefully crafted budgets, especially when prices for almost everything are on the rise.

Hidden charges in F&B services are not just minor inconveniences; they can dramatically affect the final bill and a planner’s overall budget for an event. These unexpected costs can range from service fees and gratuities to corkage and cake-cutting charges, each adding up to a substantial sum that can catch even the most seasoned planners off guard. These charges are often buried deep in contracts or mentioned in fine print and can vary widely depending on the venue and the service provider, making it challenging to predict and manage.

Understanding and anticipating hidden charges is essential for accurate budgeting for your events. Let’s look at potential hidden charges event planners may encounter and strategies for identifying and avoiding these charges.

Common Types of Hidden Charges in F&B

While event planners may be able to estimate their F&B budget based on how many attendees the event will have, several variables can throw that budget off track. “As planners, we like to control everything, and we’re usually on top of all the details. But food and beverage is the one thing you really don’t have a lot of control over,” says Barbara Gould, CMP, senior marketing and events specialist for The Alliance in Madison, WI.

Here are a few hidden charges in F&B that can surpass your budget limits:

Bartender or Chef Attendant Fees

Reggie Driscoll, CMP, senior meeting professional with the State Bar of Wisconsin and president of the Wisconsin Chapter of Meeting Professionals International (MPI), says the most common hidden charges he has encountered when planning events are bartender or chef attendant fees. These fees are incurred when bartenders or chefs serve drinks or prepare food at your event. Fees are usually charged per hour, but that varies depending on the venue.

Some venues also require one bartender per a certain number of people. “You could be budgeting $150 for a bartender or attendant, then find out that the policy requires one bartender per 50 people,” Driscoll says. “You could be paying for three or four bartenders when you’ve only budgeted for one.”

Gould says planners should also be wary of hidden bartender charges when hosting an open bar. “If you don’t have enough in sales for that evening, you don’t hit a minimum, they’re going to charge you for the bartender on top of whatever the beverages cost.”

Taxes and Gratuity

Oftentimes, the menus a venue presents to a planner for an event don’t include costs for taxes, service fees and gratuity. Alison Huber, CMP, senior manager of travel and events for Baker Tilly in Madison, WI, says, “We have recently seen service fees as high as 31% and taxes as high as 10%. For example, a breakfast buffet at a high-end Las Vegas resort is listed at $72, which becomes $98 after tax and service. Not factoring this in will have a significant budget impact.”

 Corkage Fees

If you think you can save money by bringing your own alcohol to an event, think again. That may not be the case. Some venues charge a corkage fee for serving guest-provided alcohol to cover costs such as storing, serving, using venue glassware and disposing of it.

Cutting Fees

Cutting fees are also known as cake-cutting fees because they are fees a venue charges if you bring your own cake or other dessert to the venue. However, these fees can apply to things other than cake. Gould recalls a meeting she planned in the Chicago area where she considered bringing in Chicago-style pizzas from one of the popular pizza joints. The hotel didn’t have a problem with her bringing in the pies, but they reminded her that they would charge a cutting fee for doing so.

“Anything that you’re bringing in that’s not coming from their kitchen, they’re usually going to tack on a fee,” Gould says.

Security

Facilities may also charge fees for security provided at events. “These (fees) may not show up on your catering event orders but will be added to the meeting space rental,” Driscoll says. “Many times, these charges are not seen until the invoice appears.”

Huber says she has also seen fees charged at larger events for fire marshal room diagrams.

Not Meeting Minimums

Another potential pitfall is not meeting the minimum F&B bill for the event, which can result in additional charges. “You may have 16 people, but your lunch event has a minimum of 25, so you’ll end up paying for the additional lunches,” Driscoll says.

“Sometimes, you don’t pay a meeting room fee, but you have a food and beverage minimum or vice versa,” Gould says. “Not every contract has food and beverage minimums, and sometimes you can negotiate those out.”

Administrative Fees and Service Charges

Many venues will also charge administration and service fees to cover their administrative and labor costs during the event. These fees are typically a percentage of the total F&B costs for the event, and those costs may be hidden in the fine print of the contract.

“I was just looking at a hotel that I used to do business with in the Chicago suburbs, and they have a 3% admin fee,” Gould says. “If you don’t read the fine print, you wouldn’t know, and if you’re doing food and beverage for a lot of people, that really adds up quick and can bust your budget.”

For a recent event Gould held at Loews Chicago O’Hare Hotel, the fine print detailing the hotel’s fees reads: “All food and beverage pricing is per person and subject to a 22% taxable service charge, 3% taxable administration fee and 11.25% sales tax.”

Increase in Menu Prices

There is also the chance that the menu you ordered may increase in price by the time your event is held. More venues are adding language in their contracts that states they don’t guarantee prices or availability of their menu items, Gould says. The fine print on the Loews Chicago O’Hare Hotel states, “All prices subject to change without notification. Menus are subject to change based on seasonality and product availability.

“Every venue is different, and even from meeting to meeting, they can update their policies and change things,” Gould says. “With the venues I’ve been working with in Madison, the prices seem to be going up every six months because that’s the economy right now.”

“In today’s environment, budgets are tight and may be planned well in advance,” Huber says. “When it comes time to work on logistics with the venue, prices have jumped from initial plans and planners are having to find ways to reduce in other areas to provide meals and snacks that fit their goals.”

Driscoll says he usually includes a contract addendum for prospective facilities before signing a final contract that states, “There shall be no additional mandatory charges added to any invoice if not specifically set forth here in this contract. The facility shall not charge or post to any charges or master account any amount except what is agreed to and signed by both parties in advance of, or set forth in this agreement.”

Strategies to Address Hidden Charges

Planners can take steps to prevent hidden F&B charges and address them if they do show up on the final bill. Here are a few strategies to address hidden charges for F&B services:

Review Contracts Thoroughly

To minimize hidden charges in F&B for events, it is essential to thoroughly read and understand contracts, including the fine print, before signing. “You can’t just gloss over and sign at the bottom line,” Gould says. “The terms and conditions in the fine print of the contract are super important because they tell you things that are going to be charged like the service fees and the tax.”

Huber says she asks the venue to have all the fees spelled out in the contract from the start. “If they are not, we ensure we have introductory calls with our vendor partners to get a listing of all fees, preferably in writing.”

Track Expenditures

Tracking your expenditures and taking inventory of F&B items throughout your event is a wise practice. This approach helps you identify any discrepancies in consumption, allowing for better planning and budgeting for future events.

“It is good practice to review billing onsite daily,” Huber says. “It is easier to discuss in real time rather than 30 days later when everyone is on to the next program.”

“I always get a history from the venue after the meeting to know how much I went through,” says Gould. “Did I have to order more coffee onsite? Did I have to order more brownies? Then, I  track that over time so that I can see a pattern, and ordering becomes more spot on as time goes on.”

Huber and Driscoll use spreadsheets to keep track of catering costs for their events. Driscoll says he uses a spreadsheet to compare budgeted costs to actual. “You can see on this spreadsheet where any unexpected charges from the previous year popped up,” he says.

Ask Questions

Don’t assume anything when planning F&B for an event, says Gould. Planners should ask the venue directly about what they offer and the costs. “Don’t assume linen and tableware are included. Don’t assume set up and tear down is included,” she said.

Some key questions Huber asks F&B vendors include:

• What additional fees should I anticipate? (Some potential items could be attendant, bartender or set-up fees, a fire marshal diagram fee, permits or small group fees.)
• Are any items, such as liquor, taxed differently?
• Are there options for us to avoid these fees, such as sharing menus with other groups, reusing a room for another purpose, etc.?

“It is helpful to just ask about charges straight out before contracting with a facility,” Driscoll says. “Keep asking until you get a cost or minimum for each and every item. If the facility isn’t open to providing these costs right away, this should be a red flag.”

Consult With Other Planners

Other event planners can be a great resource for finding out about a venue and their potential hidden costs. “If you are in MPI or another association, ask around for any other members who have had an event at the facility,” Driscoll says. “You can also see if anyone you know has worked at the facility and what they have experienced.”

Negotiate

When it comes to F&B contracts, everything is negotiable, says Gould. For one event she organized, she says the conference service manager was able to help her meet her F&B budget by suggesting cutting out dessert items, which are usually left over. “The catering menus they send you may not fit your needs, but what they send you isn’t necessarily all they can offer. So talk with the venue about what your budget limits are and have them help you customize something that’s a win-win.”

Navigating the complexities of budgeting for F&B services in event planning requires a keen eye for detail and proactive measures to avoid hidden charges. With rising costs and unpredictable expenses planners must remain vigilant, thoroughly reviewing contracts, tracking expenditures and asking pertinent questions to ensure no surprises disrupt their planned budget.

“You always want to be looking out for the win-win so that it’s good for your organization, but it’s also good for the venue. You’re kind of partners in it together,” says Gould. “Everybody wants (the event) to be a success. They’re not trying to nickel-and-dime you for the sake of it because they want your business back as well.” C&IT

Meeting in person is still the best for networking and creating relationships. Pictured: Attendees at PCMA 2024 Convening Leaders. Courtesy of PCMA

Only a decade ago, hearing about a “virtual” corporate meeting or event was a foreign concept. Both corporate meeting planners and attendees considered all meetings “in-person” affairs. Thanks to advancements in technology, a global pandemic, time-crunched professionals and tighter corporate travel budgets, the idea of holding a virtual meeting is standard fare today.

So, what are the pros and cons to hosting in-person versus virtual corporate meetings and what makes sense in today’s ever-evolving corporate environment where work and meeting structures remain fluid?

According to Rachel Miller, CMP, corporate meeting and event planner at Ferguson Enterprises, the largest U.S. distributor of plumbing supplies, PVF, waterworks and fire and fabrication products in Newport News, VA, the corporate meetings industry now understands the capabilities of virtual meetings.

“We know we can incorporate much more into the programming, simply due to technological advances in this space. I think attendees are now also accustomed to the virtual event and generally know what it entails, versus before when most people had never attended a virtual event,” Miller says.

“Now that in-person events have returned, virtual is challenged to ‘compete’ with in-person events. For example,” she says, “incorporating shipping something to an attendee to use to participate in the event (i.e., charcuterie making as a team) or sending a voucher (i.e., Uber Eats to order lunch). Now in the world of remote work, virtual events are here to stay and it is our challenge as planners to keep them engaging.”

In-person events dominate, but virtual is here to stay. In a post-pandemic environment, in-person events have reverted to their original foundations and strategies. According to data from a Cvent report, announced at the beginning of the year, 86% of event programs include in-person events. Cvent also commissioned a study by Forester Consulting that said that 89% of global leaders in the event and meeting industry say that in-person events are essential to increased revenue.

Miller explains that while there are still elements that may be incorporated into the program (i.e., mobile/touchless check-in for registration), face-to-face experiences provide opportunities for deeper engagement, networking and interaction. However, having that virtual option is still valuable, as it helps broaden an event’s reach and provides attendees a lot more flexibility.

“During COVID, many planners realized how much further the reach could be in a virtual format,” Miller says. “Although most events are back to in-person and attendees attend accordingly, the flexibility of the virtual option still allows those who may not be able to make the trip, or who have a conflict at home, to still attend in some capacity. I think it is important for planners to always incorporate a virtual option if budget and programming allows, to simply give more opportunity for people to attend.”

Benefits of Virtual Events

Ask any corporate meeting attendee or corporate planner about the benefits of in-person meetings and events, and they are bound to share a variety of opinions. But one thing’s for sure, the role of virtual events has expanded considerably in recent years and is only expected to continue to evolve in new and meaningful ways.

Cost Effective. With travel budgets being lessened as corporations continue to tighten their proverbial purse strings, virtual meetings are being embraced due to their cost-effectiveness. With virtual events, corporations do not need to locate and rent physical venues. Not only do companies save on the rental fees associated with in-person events, they no longer have to incur in-person gatherings costs, including food, drinks, printed materials and A/V expenses.

Accessibility and Convenience. Traveling to and from conventions, sales meetings, incentive trips and other corporate gatherings can be cumbersome in today’s travel environment. Even if attendees can schedule direct flights, the travel time required consumes valuable time that could be used in other ways. In addition, virtual events allow attendees from anywhere in the world to “attend” a corporate event with ease. For those attendees who are unable to attend an entire day of sessions, for example, virtual events provide easier access to information and resources, including the ability to download presentations and documents instantly.

“Considering an event purpose, such as education, I think virtual has huge benefits. The convenience factor of a class or course offering from home versus traveling to attend creates a reach that an in-person format cannot match,” Miller says.

Measurability of Success. Thanks to such platforms and digital tools as Google Meet, Zoom and Microsoft Teams, corporate event planners can easily track the success of a virtual event by tracking the behavior of attendees. Are attendees engaged or are they “leaving” certain sessions or speaker presentations in droves? These digital platforms can also provide instant surveys and live polls to allow event planners to get the “pulse” of attendees’ experiences throughout the event, rather than after the event has concluded. This can help planners identify areas of improvement or issues that could be resolved immediately to enhance attendees’ experiences in the virtual setting.

Wider Reach. Because virtual meetings are flexible in timing and allow attendees to participate from all across the globe, the potential attendees could be far more diverse. This means that any interaction on the part of attendees could afford a wealth of diverse and unique perspectives and ideas at the corporate event.

“Keeping with the same purpose of connection and networking, I think virtual events are challenging overall. It is much more difficult to connect with someone over a computer screen than through a shared experience,” Miller adds. “In terms of challenges, virtual does have to compete with the experience that in-person events offer, no matter the purpose. A few years ago, virtual was looked at as the savior of events and still gave our industry the ability to do what we do in a different format. Now that in-person events are back, I think virtual should always be an option, but best not to be the only option if the opportunity for in-person is there.”

Since Ferguson Enterprises primarily focuses on in-person events, Miller does believe that it is important to keep virtual meetings short and to the point. There is nothing worse than sitting on the computer watching a speaker for three days straight.

“Although it is more expensive to incorporate these elements, I have seen success offering an experience virtually,” Miller says. For example, have a DJ come on and perform live for a “brain break,” mail a box of snacks to each attendee for them to enjoy during the meeting, or even incorporate the cooking class, but send out the ingredients needed in advance for attendees to prepare and participate from home.

“Virtual event opportunities are endless, but the effectiveness likely won’t match in-person,” Miller says.

Benefits of In-Person Events

For many corporate meeting attendees, in-person meetings and events have proven to be extremely beneficial in team-building, negotiations, and enhancing interpersonal communications and networking.

“I think it is important to first look at the purpose of any event before you can determine the benefits and challenges,” Miller says. “For example, an event with the purpose of networking and connection versus the purpose of education are very different.” In Miller’s case, since many of her events focus on relationship building, she focuses on these types of events.

“I think the benefits to in-person events of this nature are vast compared to a few years ago. The ability to shake someone’s hand, to be in the same room, to connect over a cocktail … is highly beneficial to build a connection in-person rather than over a computer screen,” Miller says.

Healthy Communication. There is truly nothing like meeting face-to-face with individuals at a corporate event. In an in-person situation, attendees can listen attentively to those around them, interact with new individuals, and experience non-verbal cues when meeting in-person with others. In addition, when meeting in person, creative ideas are often more readily shared and deep discussions form as compared to the interactions that occur through video conferencing tools.

Networking and Bonding. In this age of everything being digital and people being glued to their smartphones, people still crave the face-to-face interaction that comes with in-person networking opportunities. Networking has evolved from large-scale events where people walk around trading business cards to more intimate atmospheres where people can truly get to know one another.

In fact, there’s nothing like a connection made in person. Corporate meetings, events and conferences play a critical role in providing those opportunities for face-to-face interaction.

“The challenge of in-person events of this nature is remembering that people were heavily impacted by COVID and still may have boundaries around in-person interaction,” Miller says. “It’s important to consider elements such as larger spaces for events to spread out, encouraging general hygiene with hand sanitizer, or even offering the option of a face mask. There is no ‘one-size fits all’ when it comes to a person’s comfortability.”

Less Interruptions. When meeting in-person, attendees are less likely to experience interruptions that they are compelled to respond to immediately. Rather than responding to emails or texts or scrolling through the internet while also watching a virtual presentation, in-person attendees tend to be more focused on the message being delivered.

In addition, there tends to be interruptions on the part of the virtual meeting “hosts” who need to constantly monitor online chat comments or “raised hands” to address those who are virtually attending. As such, in-person meetings tend to run more smoothly and fluidly.

Focusing on the purpose of an event and building around that is integral to an attendees’ experience. For example, the activities and opportunities for attendees to connect and network with their colleagues and peers should be incorporated into the planning process. It might entail an opening night party or a casual meet-and-greet wine and cheese function. It could be that attendees have a choice of activities, such as going to a baseball game, enjoying an afternoon of sightseeing, playing golf or going deep sea fishing — anything to provide attendees with the opportunity to socialize outside of the corporate meeting.

“You want individuals to walk away talking about their experience at your program, which encourages others to attend in the future,” Miller says. “Recently, I have been incorporating many experienced-based elements into my programs. This could be something like a scavenger hunt with teams or a cooking class for the group. Although these elements might not be in the typical general session, attendees will walk away remembering their experience. These elements make your organization memorable and give individuals a reason to come back and attend again and again.”

The Future Format

As technology continues to advance, so too will the overall virtual meeting experience. “Hybrid events are absolutely here to stay,” Miller says. “I think it is unrealistic to think that hybrid and virtual events do not bring convenience and accessibility to event attendees. In today’s world, virtual, or at least hybrid events, are a necessity.”

That said, due to the nature of Ferguson Enterprises’ programs, their corporate events will primarily be in-person.

“I plan events focused on customer and associate engagement with relationship building as the primary purpose,” Miller says. “While not impossible to facilitate virtually, in-person events for this purpose are more effective. I do think we will look at virtual meeting options as a great contingency plan now that we’ve had experience in this space and are more prepared to pivot if needed.” C&IT