With much of the world on collective pause in 2020 and large parts of 2021, enterprising hotel and resort properties in the “Entertainment Capital of the World” leveraged the downturn to reimagine their properties and move forward with planned remodels. From gala hotel and resort openings, to luxurious expansions and renovations, the Las Vegas/Reno-Tahoe region has led the charge in elevating the guest experience for corporate and incentive meeting events.

Circa Resort & Casino

Circa Resort & Casino offers the ultimate entertaining event experience in its expansive 35-story, 1.2 million-sf property. It features 777 rooms, including 60 suites and six Founder’s suites, all with king beds, and a two-level casino with 1,350 slot machines and 55 table games. The downtown location opened in mid-fall 2020 as the first from-the-ground-up new resort on Fremont Street since 1980, and operates as a 21-and-older property showcasing “The World’s Largest Sportsbook” — three stories with a 1,000-person viewing area and a stadium-seating capacity of 350.

Currently, planners can book meetings and events at two Circa venues: the 9,330-sf Legacy Club and the multilevel, 24/7 destination pool amphitheater, Stadium Swim. For spellbinding panoramic views of the Vegas skyline, the Circa’s 60th-floor cocktail lounge and outside terrace provide private and semi-private event space for 200 seated or 400 standing guests. Whether enjoying a Legacy Club signature cocktail or learning how to make one of your own in a private cocktail demo, the glamorous rooftop cocktail lounge comes with a dress code — no swimwear or athletic shoes among the directives, for example — and affords the best place to catch a Las Vegas sunset around a fire pit on an outdoor terrace while catching up with colleagues.

Capacity for up to 4,000 people and a massive 143-foot, high-definition screen define the scope of Circa’s Stadium Swim. The venue features six pools, eight “lily pads,” two swim-up bars in addition to 28 cabanas, two super cabanas, 337 chaise lounges and 38 day beds. Guests can soak up the sun, go for a swim, enjoy a poolside bite and a beverage, and watch the giant screen for endless entertainment.

Circa’s premier dining options include the 3,200-sf Barry’s Downtown Prime, a new steakhouse by Make It Happen Hospitality LLC, offering private and semi-private areas in eight distinct dining rooms. Owner/Chef Barry S. Dakake leads a team of dedicated restaurant, wine and cuisine professionals whose mission is to deliver exceptional steaks and seafood, creative cocktails, featuring The Cocktail Cart presented tableside and VIP customer service. The site’s vintage elegant decor reflects a “classic cool” vibe reminiscent of the ’50s and ’60s and features more than 40 artworks by local artists.

Headlining another popular Circa dining venue, 8 East celebrates cuisines inspired by Chef Dan Coughlin’s early years and travels throughout Asia. Communal dining, small plates and shareable dishes span Chinese, Japanese, Korean, Vietnamese and Thai influences featured in Chef Coughlin’s signature dumplings, wontons, noodles, skewers and more, together with rare Japanese and Indian whiskies. Private dining is also available.

Las Vegas Convention Center

As the first facility in Nevada to receive the coveted Global Biorisk Advisory Council (GBAC) STAR facility accreditation, the Las Vegas Convention Center (LVCC) promotes safe events with enhanced cleaning and sanitation protocols. Construction of the new 1.4 million-sf West Hall expansion and Convention Center Loop continued uninterrupted and was completed during the pandemic. “It was reassuring to know that when business travel returned, the destination would have exciting new options ready to welcome visitors,” says Laurae Clifford, senior director of destination group sales for the Las Vegas Convention and Visitors Authority (LVCVA). And now, “Las Vegas is open for business and successfully hosting meetings, conventions, trade shows and special events of all sizes.” In early summer 2021, the LVCC welcomed the World of Concrete as the first major convention to return to Las Vegas and the U.S. since the pandemic. Between early summer and early fall, she cites, ”approximately 25 events were held at the [LVCC] facility, welcoming more than 310,000 attendees,” and adds, “From [early fall to mid-winter] 2022, another 22 events are planned with more than 515,000 attendees expected.”

Clifford describes the West Hall expansion as “a contemporary design with an abundance of natural light and 600,000 sf of exhibition space, including 328,000 sf of column-free space — the largest column-free exhibition space in North America,” she says. “The Hall’s open-air atrium features a 10,000-sf digital screen developed by Samsung, the largest digital experience in a convention center in the U.S.” while, she says, “The new 14,000-sf terrace can hold receptions of up to 2,000 attendees, offering spectacular views of the Las Vegas Strip.”

For ease and convenience, Clifford explains how “the LVCC Loop connects the West Hall to the LVCC’s Central, North and South Halls via two underground one-way vehicular tunnels, with stops at three passenger stations” providing “a fun and quick transportation solution to move convention attendees throughout the 200-acre campus in less than two minutes, while the same walk could take 20 minutes or more.” Still ahead, a Vegas Loop which could extend “as far north as downtown Las Vegas, and as far south as our airport and Allegiant Stadium.” Also on the horizon, Clifford says, “the $1.8 billion MSG Sphere, currently under construction behind The Venetian Resort, expected to debut in 2023. It will boast 17,500 seats, and feature several state-of-the-art components, including an exosphere with 580,000 sf of programmable lighting, and a host of advanced technology offerings.”

With so many new developments underway, Clifford assures planners that “Las Vegas has adopted a data-driven approach coupled with an industry-wide commitment to safety,” adding, “with 150,000 hotel rooms and more than 14 million sf of meetings and event space, we offer an unmatched value proposition and options for just about every budget and taste. Las Vegas is busy moving forward to the next era of business.”

Resorts World Las Vegas

To great fanfare, Resorts World Las Vegas opened in the summer as a new mega resort spanning nearly 88 acres at the north end of the Strip. The property is notable as the first integrated resort built on the Strip in over a decade. “It’s been thrilling to kick-start the next evolution of Las Vegas, adding 3,500 rooms to the market and several new dining, retail and entertainment experiences,” says Jason Glascock, vice president of sales. “Las Vegas prides itself on being an innovation destination, and Resorts World Las Vegas is upping the ante as we continue to develop in this marketplace.”

Located across from the LVCC West Hall expansion and the 2 million-sf, 250-store Fashion Show Mall, the $4.3 billion property has plans to showcase celebrity headliners at its 5,000-seat Resorts World Theatre, such as Celine Dion, Katy Perry, Carrie Underwood — who started a residency in December — and Luke Bryan, in star-studded performances. Plus, Glascock says, “Being the new shiny penny in town, Resorts World Las Vegas has a natural appeal for the city’s meetings and events planners. We have a lot of great outlets at the property that are new and unique to guests as well as employees, who are excited to be back at work and ready to help meeting-goers have a fantastic experience.” Despite its massive size, Glascock points out that the resort was designed to be “easy to navigate and very accommodating for visitors.” For example, “the meeting space is less than 30 seconds from the elevator banks, the check-in desks are within view of the guest elevator banks, and you can even access the Passenger Station or group dining options without stepping foot in the casino.”

Overall, Glascock describes how their team “strategically created a meetings experience unique to the Las Vegas market, with a more boutique-style feel to our event space [so that] we have meeting spaces that can handle 10,000-people events, but we can also create an intimate business atmosphere that allows a meeting guest to stay completely focused on their work without heading into large crowds of people.” The resort’s 250,000 sf of flexible meeting and banquet space includes 50 meetings rooms, six ballrooms, a 23,000-sf Strip-facing ballroom and terrace with floor-to-ceiling windows, a 90-foot dynamic LED wall, and digital pillars in the meeting space.

In addition, the property features the aforementioned 5,000-seat, state-of-the-art theater; the 27,000-sf, world-class Awana spa offers a variety of themed experiences infused with Eastern and Western practices; and a 5.5-acre elevated pool complex with seven unique pool experiences — including an 1,800-sf infinity pool showcasing spectacular views of the Las Vegas Strip. Dining options range from famous foods to street eats, such as Nori Bar for authentic sushi dishes to signature restaurants such as Genting Palace for authentic Chinese cuisine, casual eateries that include The Kitchen at Resorts World for international cuisine, and bars and lounges such as Gatsby’s Cocktail Lounge for wine and rare champagnes.

With so much to offer both leisure and business guests, Glascock says, “We are very optimistic about the future of the resort, and its meetings and events, and look forward to welcoming more groups to our incredible property.”

Caesars Entertainment Inc.

At Nobu Hotel at Caesars Palace, a multimillion-dollar refresh of its guest rooms and public areas recently wrapped up, while a new Nobu restaurant and lounge — the second Las Vegas restaurant between Nobu Hospitality and Caesars Entertainment — anticipates an opening this year at Paris Las Vegas Hotel & Casino.

With three distinct properties — Eldorado Reno Hotel & Casino, Silver Legacy Resort Casino, and Circus Circus Reno Hotel & Casino — THE ROW in Reno arguably deserves its moniker, “The City Within a City.” A $47 million renovation of more than 4,000 rooms and suites last year signals the company’s investment in elevating the guest experience through stylish, sophisticated decor designed to complement the soft palette of the surrounding Reno landscape. The room transformations include new furnishings, updated window treatments, bathroom renovations, carpet replacements and added artwork. As a result, a sense of luxury, tranquility and comfort provide a calm oasis that balances the lively entertainment scene among the property’s 25 restaurants, 23 bars and lounges, and five nightspots. When asked about the challenges of completing renovations during the pandemic, Don Goodman, director of sales, Reno & Lake Tahoe, says: “Like others, our biggest challenges were some delays,” but overall “the challenges were not huge.”

THE ROW’s 180,000 sf of flexible meetings and events space includes elegant ballrooms, breakout rooms and state-of-the-art boardrooms, including a panoramic boardroom atop the 25th floor of Eldorado at THE ROW. From the Ichiban Japanese Steakhouse to La Strada’s northern Italian cuisine, to The Brew Brothers — steak, seafood and bistro food are featured among the numerous group dining options. When it’s time for relaxing entertainment at the end of a busy work day, the recently renovated 21,000-sf world-class Spa at Silver Legacy Resort Casino offers a full-service salon, 12 treatment rooms, three relaxation lounges “with appropriate social distancing,” and seven hydrotherapy soaking tubs.

Harrah’s Lake Tahoe Hotel and Casino and Harveys Lake Tahoe Hotel and Casino provide popular venue choices for outdoor recreational enthusiasts. Pine-scented mountains rise more than 4,000 feet above the shore of the deep blue waters of Lake Tahoe, offering plenty of hiking, boating, skiing and golfing possibilities. “We have something here for everybody,” Goodman says. Located across from Heavenly Village, guests can also take the Heavenly Mountain Gondola, a 2.4-mile ride in an eight-passenger glass cabin for stunning scenic vistas of Lake Tahoe and the Sierra Mountains, which are “undeniably the best views of any ski resorts [nearby],” Goodman says. The properties provide more than 1,200 guest rooms and suites, 15 restaurants — including the opening of Gordon Ramsey’s Hells Kitchen Lake Tahoe — nine bars and lounges, and two nightspots. All 519 guest rooms in Harveys Tahoe Tower have been renovated as part of a $41 million total property investment since 2018.

MGM Resorts International

“Las Vegas has always been, and still is, a city that is constantly evolving — which has continued to be the case over the last two years,” says Stephanie Glanzer, SVP and chief sales officer for MGM Resorts International. In keeping with the mission “to ensure we were ready with exciting, new experiences once guests began to return” to Las Vegas, she notes, “We’ve been fortunate to continue moving forward with planned remodels and new amenities. Additionally, it gave us the opportunity to accelerate our significant digital transformation that allowed us to create new options for how guests experience our resorts, including fully mobile check-in; digital queues at restaurants and pools to avoid physical lines; and mobile ordering at the pool. We created additional options for our guests and how they prefer to experience our resorts.”

While MGM is most proud of its digital transformation during the pandemic downturn, Glanzer points out that “Within the last two years, we’ve completed several major upgrades, including a stunning remodel of all guest rooms in [AAA Five Diamond] Bellagio’s main tower and a full redesign of the guest rooms in Luxor’s Pyramid Tower.” Beyond room remodels, “we’ve added a host of new amenities, including the popular dumpling hotspot Din Tai Fung at ARIA and The Mayfair Supper Club at Bellagio,” she says. “We’ve also added new experiences within our existing venues, including brunch at Spago overlooking the Fountains of Bellagio, and also a new brunch at CATCH at ARIA. On the entertainment front, we recently premiered the “America’s Got Talent Las Vegas LIVE” show at Luxor, providing an entirely new experience for guests and groups.”

For meeting planners and event organizers considering bookings at MGM Resorts, Glanzer says: “With 4 million sf of meetings and convention space across 13 resorts on the Las Vegas Strip, MGM Resorts has the ability to create highly customized events for groups of all sizes. Add that to our wide range of accommodations, incredible dining options, relaxing spas and pools, world-class entertainment and beautiful attractions like the Fountains of Bellagio, and you have the perfect mix for an outstanding event experience.”

Virgin Hotels Las Vegas

Virgin Hotels Las Vegas opened with a modern desert oasis vibe last year as part of Hilton’s Curio Collection at the former site of the Hard Rock Hotel & Casino Las Vegas. As a lifestyle hospitality brand pioneered by Sir Richard Branson’s global Virgin Group, the brand “combines heartfelt service, straightforward value and a seamless, personalized hotel experience with the track record of innovation and smart disruption.” Among the featured integrated hotel’s plethora of amenities: more than 1,500 chambers, Grand Chamber Suites and Penthouses set in three luxurious hotel towers — Opal, Canyon and Ruby; the state-of-the-art 60,000-sf Mohegan Sun Casino, operated by Mohegan Gaming & Entertainment; and an interactive 5-acre desert pool and entertainment area that includes the two-story Élia Beach Club, the 13,000-sf multifunctional outdoor event lawn, resort pool and The Promenade. Indoor entertainment highlights include The Theater, with 4,500-person capacity, and 24 Oxford, an intimate live entertainment venue for up to 650 guests.

Virgin Hotels Las Vegas welcomes meeting attendees with nearly 130,000 sf of flexible indoor/outdoor space designed to accommodate a full range of planner needs. In dining venues, Chef Nobu Matsuhisa’s namesake restaurant returns with an expanded bar and fresh decor, while traditional Mexican cuisine takes center stage at Casa Calavera in an engaging, playful setting. Numerous additional dining options include Money, Baby! a high-energy sports viewing experience featuring innovative dishes and cocktails; Todd English’s Olives from James Beard award-winning Chef Todd English; and David and Michael Morton’s One Steakhouse, which combines the excitement of the new Virgin Hotels with their traditional family receipes promoted by their father, legendary restaurateur, Arnie Morton.

With so many new and newly imagined Las Vegas/Reno-Tahoe venues moving forward, it’s easy to see why hotel and resort professionals remain upbeat about the future: “General business levels look very optimistic for 2022,” Glanzer says. “And we expect the meetings business to get better as we progress throughout the year, [and] as groups look forward to returning to in-person events with many committing to multiple years.”C&IT

 

Louisiana is ready for 2022, and across the state, in-person meetings are on a significant rise. Not surprisingly, optimism reigns for this state, with its boundless bon-vivant attitude.

New Orleans

“In New Orleans, we know a thing or two about overcoming challenges and coming back stronger,” says Stephen Perry, president/CEO of New Orleans & Company. “New Orleans’ offerings for corporate planners actually increased during the pandemic, including [with our] new Four Seasons, Kimpton and Virgin hotels; the pedestrian park at the New Orleans Ernest N. Morial Convention Center and more. The city has one of the highest vaccinated populations in the country, and the finest COVID-19 safety protocols in place for business meetings and major events. Our team of professionals at New Orleans & Company is battled-tested, resilient, and built to host in 2022 and beyond.”

Companies that have hosted meetings in New Orleans over many years also have faith in the city’s resilience and ability to provide a safe place to meet. “New Orleans is and has been the perfect destination for Jefferson Financial Inc.’s New Orleans Investment Conference for nearly five decades,” says Brien Lundin, CEO and owner. The group of 850 met in mid-fall 2021, based at the Hilton New Orleans Riverside. “[At one point in 2020], we weren’t sure if an in-person meeting was even an option [for 2021], or if we would need to go virtual again for the second year in a row. New Orleans & Company, the Hilton New Orleans Riverside, and the entire hospitality industry, went above and beyond to ensure that we were able to execute a successful in-person event and worked with us every step of the way to not only keep us safe, but to create unforgettable experiences for our delegates. We remained in close contact with the hotel and New Orleans & Company every step of the way, over-communicating while we navigated new challenges together, which gave us comfort and trust as we overcame concerns.”

Lundin says the Hilton fully understood the company’s program from start to finish, even going beyond expectations. “They were able to use the same amount of space and pattern that our group was accustomed to,” he says. Naturally, some changes were made to the schedule to provide maximum safety. “The Hilton’s expertise and knowledge allowed us to pivot our standard programming around COVID restrictions to keep everyone safe, such as moving the keynote address to the end, rather than ending with the typical networking event,” Lundin says. As with most meetings, solid relationships made all the difference. “These strong partnerships in New Orleans were key to our success,” Lundin adds, “and we can’t wait to work with them again in 2022.”

Meetings may have slowed in 2020, but new developments did not. The 341-room Four Seasons Hotel & Private Residences, and 238-room Virgin Hotels New Orleans, opened last summer. The 202-room Kimpton Hotel Fontenot had its grand reopening — after a brief opening in 2020 — in late spring 2021. Boutique property Hotel St. Vincent opened early last summer with 75 rooms and a modern event space adjacent, and One11 Hotel, which opened at the end of 2020, became the first new hotel in more than 50 years to open in the French Quarter. It features an art gallery and a rooftop space with views over the French Quarter and Mississippi River. Additionally, the Ernest N. Morial Convention Center is working on achieving LEED silver certification and to reduce the carbon footprint of future conventions.

Baton Rouge

Paul Arrigo, president and CEO of Visit Baton Rouge, says his city saw many gains last year, and he thinks things will only get better in the months to come. “Leisure and transient business were strong in 2021. We’re optimistic that 2022 will see a repeat of 2021 with leisure and transient being strong.”

Baton Rouge, he continues, is benefitting from an overall higher demand for smaller cities. “There seems to be an increased demand for smaller cities like Baton Rouge. Groups are seeking out smaller and unique destinations, and we feel really good about Baton Rouge being able to meet that hyped-up demand. We want planners to know that the city continues to offer unique experiences and there is much to see and do.” He says the city is also seeing high demand for boutique hotels, and Baton Rouge is able to respond to that need as well. “We have a couple of boutique properties in the city, notably Hotel Indigo Baton Rouge Downtown and Watermark Baton Rouge.”

In the realm of yet more good news, Arrigo says meeting cancellations have greatly diminished. “We have not seen cancellations for 2022 group business like we saw in 2020 and in early 2021.” But with demand strong, he adds, “that means hotel rates will likely remain high.” Arrigo encourages planners to take advantage of all that the city offers by incorporating downtime into meeting schedules so attendees have time to explore. He notes that the city is also a great choice for attendees who want to bring family with them as a way of adding on family vacation time before or after meetings.

Baton Rouge has a couple of new hotels that might be of interest to planners working on board meetings or small conferences. Tru by Hilton opened in early fall, and all 90 guest rooms have work areas, and there’s complimentary high-speed Wi-Fi throughout the property. Element Baton Rouge South opened recently across from Baton Rouge General Medical Center with 123 rooms and suites, a meeting room and complimentary parking.

St. Tammany Parish / Northshore

Looking into 2022, Donna O’Daniels, president and CEO of St. Tammany Parish Tourist and Convention Commission, is very optimistic. “St. Tammany Parish as a destination and community fared much better than most in 2020, and in 2021 recovery was strong,” she says. And business, she adds, is back. “We’ve already begun to experience firsthand interest in meetings moving away from virtual to in-person. While virtual meetings served us well during the onset of the pandemic, I believe the business community thrives on interpersonal connection. That’s hard to achieve through a computer screen. Renewed confidence in leisure travel, which we’re already seeing, is paving the way for confidence in meetings and business travel.”

Safety, of course, remains critical to corporate groups wanting to meet in person, and O’Daniels notes that her area can meet the needs of planners. “By the very nature of corporate planning, we can ensure that safety precautions are taken and protocols are enacted to keep meetings safe for attendees,” she says. Some aspects of the pandemic, however, will likely continue to impact meetings. “I believe many in-person meetings will continue to offer a virtual component for at least the early part of 2022,” O’Daniels says.

Like others, O’Daniels is seeing advantages to being a smaller destination — especially one within a short distance of a hugely popular meetings city such as New Orleans. “The Louisiana Northshore offers an advantage for corporate planners looking to host a small to mid-sized meeting; the level of service from our sales team … is unparalleled, and our destination offers world-class amenities while maintaining that small-town charm.” She points to the many unique opportunities the Northshore offers for off-site experiences, including tastings at Abita Brewery, tours of Honey Island Swamp, seafood boils and jazz brunches. And, she adds, “We’re located only 40 minutes from the French Quarter and less than an hour from the Mississippi Gulf Coast.”

Angele du Passage, CMP, partner/owner at Cypress Planning Group LLC, works with many corporate groups planning events in the Northshore area. She says the region has a whole host of positives for planners and their groups. “Northshore offers competitive pricing for state and regional corporations. [And] it offers a feeling of a small Southern area with Southern charm, but also has lodging, restaurants, entertainment, golf and other activities needed to host a successful conference, retreat or meeting.” Additionally, she says, the area has fewer “distractions.”

Much like O’Daniels, she thinks the area is well-equipped to keep meeting attendees safe. “Since COVID-19, many planners are looking for ideas and venues that offer more outdoor activities. St. Tammany/Northshore offers plenty of outdoor activities, such as golf, nature walks, bike riding, canoeing and others.” She has nothing but high praise for the Tourist and Convention Commission, and encourages planners to take advantages of the resources it offers. “Working with the CVB can be a valuable resource for planners as they plan and budget for their upcoming meeting. The CVB has a wealth of information, and can give planners and groups guidance on current guidelines and protocols to ensure they have everything needed to host a safe and successful conference.”

As a local DMC headquartered in New Orleans, Cypress Planning Group also benefits from working with the commission. “As we support clients with their meetings and events, we always reach out to specialists in an area to help find the best hotels, venues and restaurants,” du Passage says. “The St. Tammany Parish Tourist and Convention Commission is that team I call when looking on the Northshore. They’re extremely knowledgeable on the destination and understand the unique aspects that make the Louisiana Northshore a special place. If I need help with great hotels, fun activities and delicious restaurants, they’re my first call.”

CGB Enterprises Inc. has been holding meetings at Southern Hotel in Covington, Louisiana since the historic property reopened in 2014, proving that sometimes a company doesn’t have to look farther than its own backyard for the perfect meeting destination. Most meetings include from three to 30 attendees. “The location of the Southern Hotel works well for our company as it’s located approximately 5 miles from our corporate office,” says Kelly Buchanan, director, marketing and communications for the company. “It’s situated in the heart of downtown Covington, which is a quaint area that has walking access to restaurants and entertainment. The hotel is filled with charm and Southern character, with different meeting room sizes and well-appointed hotel rooms.”

Buchanan notes all of the group’s meals and events for the most recent meeting were handled directly through the hotel. “We did not go off property,” she says. In terms of meeting and function options and staff to assist, Buchanan says the boutique Southern Hotel offers it all. “The Southern Hotel provides different sized meeting rooms that can accommodate breakout sessions or smaller meetings. The staff is available during events to assist with any needs that may come up. The grounds around the hotel are well kept and ideal for attendee breaks or walking to a nearby restaurant. There’s also a beautiful bar located outside the lobby of the hotel and an open patio/garden located right off of the lobby as well.”

Staff is a standout, she adds, “The director of sales and marketing at the Southern is very involved in the planning of meetings and ensures that everything is taken care of, with great attention to detail and utmost hospitality,” Buchanan says. “The hotel handles all of the catering of the meetings and offers several selections to choose from.”

If there’s been a downside, it’s that the hotel didn’t have a restaurant on the property. “Lack of an on-site restaurant did hinder last-minute food and beverage requests,” Buchanan notes. “However, [the staff] is so helpful and ensured we were taken care of.” That said, Buchanan notes, “We look forward to the new on-site restaurant coming this fall.”

In terms of health and safety, Buchanan says the hotel stepped up with the right processes and protocols. “The hotel employees all wore masks and there was hand sanitizer throughout the hotel. Additionally, there were protocols in place for cleaning the rooms to make them more sanitary in terms of COVID-19 precautions.”

With bookings up, the Southern Hotel, like many others, does not offer any incentives, discounts or bonuses for booking, and Buchanan doesn’t know about cancellation policies given that CGB Enterprises hasn’t had to cancel recent meetings. She does note, however, that there was nothing in their contract with regard to cancelling due to COVID. On the plus side, Southern Hotel does offer CGB a corporate discount.

To planners considering Southern Hotel, she says, “Call early to check for availability of meeting space and to be sure it can accommodate the size and A/V needs of your group. In the past, meeting space would book up early.” Bottom line for Buchanan and her group is that the hotel is highly desirable. “Past attendees continue to want to attend meetings and stay at the Southern Hotel, due to the charming atmosphere it provides and the prime location in downtown Covington.”

Along the Northshore, multiple dining and entertainment venues have opened in recent months, including Tchefuncte River Charters, with its licensed barge seating up to 12 with a bar and sound system, and etouffée restaurant in Covington. Pat’s Rest Awhile opened on the shores of Lake Pontchartrain early last year, the latest from local chef Pat Gallagher. A new Springhill Suites by Marriott opened last spring with 88 suites and executive meeting space for 12, and the Hampton Inn Covington and Hampton Inn Slidell recently completed renovations.

Shreveport-Bossier

Stacy Brown, LCTP, president of the Shreveport-Bossier Convention and Tourist Bureau, is as optimistic as her fellow Louisiana CVB colleagues. “Convention and meeting bookings are on the rise; we continue to move closer to pre-COVID numbers in the meetings area, and our leisure and sports markets have already exceeded 2019 numbers.”

She says the bureau is also already seeing groups ready to resume meeting face-to-face, and that they’re booking future dates in a variety of venues and hotels. Brown thinks adherence to health and safety protocols is encouraging planners and groups to book future meetings. “By keeping protocols in place for attendees regarding safe social distancing and cleanliness, planners can book with peace of mind.”

Whatever type of meeting is planned, whatever the off-site requirements are, Brown says the Shreveport-Bossier area is well-positioned to meet planners’ needs. “Shreveport-Bossier provides a variety of options for planners to choose from in a location that is easily accessible by ground or air,” she says, “from unique off-site reception locations to all the modern amenities needed for hybrid conferences, outdoor options and more.”

To planners considering Shreveport-Bossier as a meeting destination, she says, “Your attendees will feel the warm embrace of our special brand of Southern hospitality and enjoy spectacular local cuisine and luxuriously comfortable accommodations.” Planners may be interested in the new or expanded space for off-site functions in the area. Shreveport Aquarium now features new indoor/outdoor event space, while the East Bank District, with multiple businesses and entertainment venues, continues to expand with various private spaces for events and functions. Additionally, Eldorado Casino Shreveport recently rebranded to Bally’s Shreveport Casino & Hotel, and The Remington Suite Hotel & Spa, located near the Shreveport Convention Center, upgraded its highly desirable rooftop area.

The bottom line is that Louisiana is ready to welcome back planners and groups of all sizes. Whether you choose to meet in New Orleans, with its deeply rooted culture of food, music and celebrations, or you opt for Baton Rouge, and all a capital city offers, or towns along the shores of Lake Pontchartrain or Shreveport-Bossier, on the far western side of the state near Texas, Louisiana has everything you need.   C&IT

While the COVID-19 pandemic was responsible for the cancellation of many meetings, when corporations were ready to hold events again, many chose venues that could accommodate attendees outdoors. After all, an outdoor venue provides plenty of fresh air, offers spectacular views and gives attendees more sense of being safe from their COVID concerns, as it’s been shown that transmission is greatly reduced in open-air venues.

The outdoors allows groups to gather once again, whether to connect, celebrate or simply enjoy an incentive trip without the worry. Additionally, hosting meetings outdoors provides for a more immersive destination experience and a more relaxing, and ultimately, productive atmosphere, as opposed to the more traditional, and sometimes uninspiring, indoor meetings. From the planners’ side, hosting a meeting outdoors gives attendees a true taste of the destination. Plus, they can get creative during the planning process because outdoor space tends to be much more flexible. And planners have found that there’s nowhere quite like Florida for finding unique and accommodating outdoor spaces.

Nadene Grossman Orr, CEO & director of events for We’ve Got the Keys, recently hosted a dinner reception on the lawn at the historic Harry S. Truman Little White House in Key West for 80 attendees for a corporate client commemorating its 15th anniversary in business. A themed menu was complemented by a live cigar roller, local rum tasting and live-action dessert station. “[Attendees] also enjoyed a photo-op welcome and tours of this historic museum during their cocktail hour,” she says. “Top local musicians were also brought in to entertain guests as they enjoyed our beautiful tropical décor and dancing under the stately old trees — all aglow with festival lighting.”

Orr notes it’s been imperative for her company to offer clients outdoor options in this post-COVID environment. “We love to get creative with our programs and find new ways to accomplish the clients’ goals for networking, team building and meetings,” she says. “We have seen our clients choosing to move their events out of the traditional meeting rooms and ballrooms to take advantage of more unique and inspiring open-air options, particularly those we have available to offer here in Key West.”

Orr says the Kimpton Key West collection of five boutique hotels are ideal for incentive clients because they offer bespoke accommodations and gorgeous gardens. “The various accommodations options also allow for buyouts where guests can stay together at one of the smaller, more intimate, properties and gather on-site for socials, serving as a convenient home base to venture off-site for team building, watersports and private functions,” she says. “And then there’s the natural beauty that surrounds us, including our renown Key West sunsets, which provide the perfect backdrop for any evening reception. You can’t paint a more memorable experience than that.”

Sylvie Boulanger, event manager for Event Travel Management, lists her top picks with “awesome” outdoor space for corporate and incentives in Florida’s Palm Beach County are on a yacht, and at the National Croquet Center, which is great for dinner and/or team building. Just recently, she held an event where the top earners of a company were treated to an elaborate evening on a deluxe yacht that sailed down the Intracoastal Waterway. “We had 120 attendees, and they all enjoyed the cruise with food, drinks, music, dancing under the stars and cigar rollers,” she says. “They were able to view the beautiful homes that flank the Intracoastal. This is a very unique experience for anyone that does not live in Florida, and it was a huge success.”

What’s Available

Caribe Royale Orlando’s Grand Caribe Convention Center offers 220,000 sf of meeting space indoors, but event organizers can also think beyond the boardroom and instead opt for one of several non-traditional outdoor event spaces, including its 6,900-sf Boca Pier/Pavilion, cabana-studded pool decks surrounded by lush tropical landscaping, and a AAA Four Diamond Venetian Chop House, featuring a fireside terrace for intimate al fresco business gatherings. “Outdoor events both accommodate a larger group of people while also easily providing a comfortable and safe distance between attendees,” says Gladi Colón, complex director of events & catering for Caribe Royale Orlando. “Outdoor events also lend themselves to more casual interactions and, depending on local and state guidelines, can have a longer timeline than indoor events.”

In addition, a lush outdoor environment sets a natural stage for corporate events and outdoor meetings, where less is more when it comes to draping and décor. And if not tented, the sky is literally the limit when it comes to entertainment. “It’s tremendously beneficial to have a variety of outdoor spaces that complement our vision for our resort,” Colón says. “After a $125 million transformation, Caribe Royale Orlando is set to unveil an entirely revamped look and experience early [this] year.”

Meeting professionals and groups mindfully select Ponte Vedra Resorts for its open, campus-style, layout, versatility and exceptional activities, all just steps away from a 1.5-mile stretch of the breathtaking Atlantic Ocean near Jacksonville. Craig Schoninger, director of sales and marketing at Ponte Vedra Inn & Club, notes the resort creates a memorable experience in a beautiful setting for companies taking their first step back to in-person meetings. “The location also offers an inherent sense of ease because we are equipped and experienced to meet multiple levels of health and safety measures that a company may require,” he says. “Of the many meeting facilities that the storied Ponte Vedra Inn & Club offers, the Lagoon Room, the Ponte Vedra Ballroom and the Stockton all have majestic floor-to-ceiling French doors that open to an outdoor space ideal for a welcome reception, cocktail hours or networking events.”

TPC Sawgrass in Ponte Vedra Beach boasts an expansive 11,000-sf lawn with stunning views of the 18th hole of THE PLAYERS Stadium Course and of its Mediterranean revival-style clubhouse. “This beautiful green space offers the ‘wow’ factor for planners looking to amaze their attendees,” says Kym Jones, director of group sales. “Our largest indoor ballroom features a 1,300-sf outdoor terrace, which offers a bird’s-eye view of the TPC lawn. Our expansive lower veranda, adjoining our event lawn, is also used for private events. We’re fortunate that we can host outdoor events with intimate groups as few as 10 people to over 1,000 people.”

Loews Miami Beach Hotel features 20,000 sf of outdoor space on its two beautiful lawns — the Americana Lawn and St. Moritz Lawn. “Our Americana Lawn also has the Americana Terrace, which provides an elevated space for a more VIP cocktail reception area that overlooks the entire lawn,” says Brad Cirino, director of sales at Loews Miami Beach Hotel. “This lawn also has been upgraded with built in trusses so we can easily pop-up a tent.”

There are also several expansive terraces that offer ocean views and are ideal for breakouts and receptions. The Rum Line, which is the outdoor terrace space located at the hotel’s historic St. Moritz Tower, offers planners a Key West-styled location for a creative meeting, break or a more themed evening event. “Additionally, our VIP SOAK Cabana Deck is a differentiator in terms of outdoor space,” Cirino says. “With eight dual story, fully enclosed cabanas with A/C, bathrooms, TVs, lounge areas and rooftop sun decks, these can serve as creative options for one-on-one meetings. The entire deck can also be used for a private outdoor reception featuring different stations for a dine-around, or a plated, sit-down meal.”

Barb Bowden serves as area managing director of Loews Hotels at Universal Orlando Resort, which includes Loews Portofino Bay Hotel, Loews Royal Pacific Resort and Loews Sapphire Falls Resort, all of which are part of the Universal Orlando Resort destination. “Our meeting clients love to be outside for social events, and ideally in an area close to the meeting space,” she says. “We offer plenty of options, all with a distinct and unique sense of place that attendees enjoy. We remain focused on making our meeting attendees feel safe and comfortable, and planners tell us outdoor venues certainly help to accomplish this.”

Universal Orlando Resort’s Loews Meeting Complex at Universal Orlando can accommodate groups large and small with a total of 2,000 rooms and 247,000 sf of meeting space. The facility connects the meeting space of Loews Sapphire Falls Resort and Loews Royal Pacific Resort, meaning attendees can utilize both hotels’ large ballrooms, outdoor spaces and array of meeting and breakout rooms, while they can also enjoy the comfort and convenience of staying in one or both of the attached hotels.

Taken separately, Loews Royal Pacific offers 132,000 total flexible sf of meetings and events space, including 25,000 sf of total outdoor space, the 42,000-sf Pacifica Ballroom and the 36,000-sf Oceana Grand Ballroom. Loews Sapphire Falls offers 115,000 sf of flexible indoor space, including 16,000 sf of total outdoor space, the 41,000-sf Grand Caribbean Ballroom and the 30,000-sf Kingston Hall. Loews Portofino Bay Hotel offers 42,000 total sf of indoor space and 47,000 sf total outdoor meeting space.

Other amenities, such as dining and pools, are also top-notch. For dining, Loews Royal Pacific offers Jake’s American Bar, a bar/lounge with private dining options available; Orchid Court Lounge & Sushi Bar, another bar/lounge; and Bula Bar & Grille, a pool bar and grill. Its Lagoon-style pool with sandy beach offers a sun-drenched respite.

Loews Sapphire Falls offers for dining the New Dutch Trading Co., with grab-and-go meals; Amatista Cookhouse, offering full-service dining with private dining options available; Drhum Club Kantine, a pool bar and grill; and Strong Water Tavern, a lobby lounge. It offers a resort-style pool with waterfalls and white sandy beaches.

Oasis Wynwood in Miami boasts 35,000 sf of outdoor space for a one-of-a-kind experience for large corporate gatherings of up to 2,500 guests. “Event attendees can enjoy dishes from the venue’s six premier dining destinations — each serving food from a colorful, repurposed, shipping container: Alidoro, Buya Dumplings + Buns, CHIKIN, Los Buenos, Mr. Mandolin and Prince Street Pizza,” says Ashley Zuppas, director of special events for Oasis Wynwood. “The venue also features a large outdoor stage for event speakers, and has the capabilities to accommodate DJ sets and live music performances for event entertainment.”

Whether it’s an executive meeting, corporate retreat with team building or an incentive trip for top performers, planners can rely on the independently owned and operated Trump International Beach Resort Miami to offer a memorable and seamless experience. There are five outdoor locations perfect for breezy waterfront dining and team-building events. The resort offers easy accessibility due to the proximity to both Miami and Fort Lauderdale airports, as well as the cruise ship ports, and there are endless opportunities for entertainment with nearby casinos, golf courses, boating, fishing and restaurants for dine-arounds.

Todd Gehrke, director of sales and marketing at The Don CeSar, notes outdoor space is the foundation of the experience as a world-class beach resort. “Despite being almost 100 years old, we are extremely lucky to have beautiful spaces with floor-to-ceiling, water-view meeting spaces, as well as wonderful outdoor rooftop and garden level venues,” he says. “This includes two rooftop terraces overlooking the Gulf of Mexico, a lush tropical courtyard and veranda in the center of our hotel, the Beacon Lookout rooftop pool bar, two covered Beach Pavilions, boardwalk and Sunset Deck, and full event access to our private, white-sand beaches.”

Demand Intensifies

According to a recently released report by the Incentive Research Foundation examining the pandemic’s impact on wellness in meetings and incentives, planners reported a strong desire for outdoor space for meetings and receptions.

The report also notes that while wellness in meetings has always been driven by the goal of making attendees feel comfortable and cared for, the emphasis on emotional well-being has increased because of the pandemic. Additionally, providing flexibility and options regarding the agenda, breaks and spacing are critical elements in achieving attendees’ peace of mind.

Post pandemic, everyone is very focused on fresh air and sunshine, which has made gathering outside more of a priority, Gehrke says. This includes daytime meetings, meals and evening events. “As a result, we have tried to utilize our spaces in a way that also allows for privacy, security and connectivity, which can be a challenge many times with outdoor spaces,” he says. “After being quarantined for long periods of time, all guests are eager to spend as much time outside as possible.”

At the Don CeSar, groups have been very eager to host all their meals and evening events in outdoor spaces, as guests certainly feel more comfortable with gathering outside. Enjoying the Florida sunshine for a corporate meeting or event has always been in vogue, but it has become much more common since March of 2020. For instance, the demand for outdoor events at Caribe Royale has grown significantly since the pandemic. “Our legacy corporate customers really wanted to keep their meetings, and we offered them a safe alternative,” Colón says. “We’re seeing bookings increasing for 2022-23 both for indoor and outdoor events; and hybrid events, offering both virtual events combined with traditional indoor/outdoor meetings, are bridging the gap until 2022.”

While TPC Sawgrass’ lawn has always been a popular venue, Jones has found that, now, most planners are asking about outdoor space at the beginning of the conversation. “Some groups just feel safer outdoors now,” she says. “While an outdoor venue was a consideration in the past, it’s become a necessity for some planners.”

According to Bowden, outdoor event spaces have been in high demand for years, and they expect the trend to continue through 2022 and beyond. “It is a huge benefit to be able to offer so many different outdoor options to our clients,” she says. “We have designed and built these spaces specifically for group events, and they continue to be among our most popular venues across our entire destination.”

Oasis Wynwood has seen a large influx of requests for hybrid event space — indoor and outdoor. The venue has also seen an increase in requests for a less traditional meeting space. “Corporations are shying away from the traditional hotel meeting rooms and thinking outside of the box — many have been asking for space for team-building activities, etc.,” Zuppas says. “This year and next year especially, those hosting meetings and events are eager to gather as safely as possible, while rebuilding the teams and interacting with employees in person once again.”

 Making the Most of the Outdoors

It’s more important than ever to have exterior space for planners, because if you don’t, it could end the conversation immediately. “Many people still feel the most comfortable attending events in open-air settings,” Zuppas says. “Additionally, being outside offers a welcome change to your typical convention center or ballroom, which usually have minimal windows, for a meeting with fresh air and sunlight.”

Those in Florida are fortunate to be located in a destination with year-round tropical weather and ample outdoor space for planners. “Additionally, when considering South Florida, and Miami Beach in particular, as a destination for a meeting, it’s important to secure a location that has the outdoor space needed to bring the client’s meetings and events to life,” Cirino says. “People come to Miami for the sun, beach and the warm weather. The best way to showcase that is via an outdoor event.”

The time of year is also an important factor, since there is a rainy season in Florida, as well as the time of day to ensure that it’s not too hot. “This is particularly important when considering the type of meeting/function and A/V needs,” Cirino says. “Heavy A/V can be a challenge over the hotter months of the year. Décor is also a consideration. You want to ensure that whatever flowers, linens and so forth are being used can maintain their integrity outdoors.”

When done well, outdoor events can be the most memorable and special for attendees, and it all starts with making the outdoor space comfortable for guests. “Details are crucial, from having the right amount of space for the expected attendance, to planning for the expected temperature and adding heating or cooling if necessary,” Bowden says. “Lighting is also critical, and adds ambiance to evening events. Comfortable furniture that is appropriate for the style of the event is important, whether it be casual, soft seating or more formal seating.”

Exemplary service and working with experienced professionals at the venue is always job one when creating a successful outdoor meeting, but other tips to consider include making sure your venue is appropriately sized for your group; paying attention to the weather and having a backup plan; and staying flexible to keep the comfort of guests top of mind. For example, during humid summer months, a cooling mister could be added. When planning, Jones notes it’s important to know what the planner is looking for and understand the expectations of the outdoor event. “Every group has varying comfort levels, and you need to determine what resonates with your attendees,” she says. “Are there social distance requirements from your corporate clients that require table spacing, buffets with barriers, hand sanitizer, etc.?”

Planners should also budget accordingly, as most venues charge fees for the additional labor and setup involved with an outdoor event, which may or may not include tent and furniture rentals.

Staying Flexible

An important part of doing an outdoor meeting well is being flexible. While many groups feel safer outdoors, planners still need be prepared for inclement weather. “We are fortunate to have a large footprint at the clubhouse where guests can move indoors if necessary, but still have the room to be distanced from one another,” Jones says.

Schoninger notes the combination of outdoor and indoor spaces at Ponte Vedra Inn & Club allow for changes in plans in case of weather issues. “Doors can remain open, creating more ventilation and reducing the risk of the transmission of germs and illness,” he says. “When planning an outdoor meeting, it’s also important to embrace the natural environment and immerse professionals in the tropical, relaxing atmosphere.”

Consider other weather conditions as well. Some locations may be in direct sunlight during your meeting and need extra umbrellas for shade. Since the start of the pandemic, it has been incredibly advantageous to have outdoor options for planners. When you add an iconic venue, stunning views, amazing food and impeccable service, it’s the recipe for an unbelievably successful event. C&IT

 

Fifteen-year-old Frank Passanante was looking forward to vacationing with his family at Hilton Hawaiian Village in Honolulu in the early ’80s, but he had absolutely no idea that it would provide the initial spark to his successful 33-year career.

“While staying there, I read Conrad Hilton’s book, ‘Be My Guest,’ and I became obsessed,” he says. “The principles that Conrad [Hilton’s founder] described in his book struck me. He was all about dreaming big and thinking big, and acting big, and he had overcome so much adversity. He talked about travel and hotels as something so glamorous and connecting. It really drew me to the business.”

Passanante went on to obtain a Bachelor of Science degree in hospitality management and marketing management from Florida State University. Shortly before he graduated, all the major hotel companies came to the campus to recruit prospective employees. “There was only one job that I wanted: I wanted to work for Hilton,” he says. He was offered an opportunity to enter the company’s professional development program at Hilton at Walt Disney World Village — now Hilton Orlando Lake Buena Vista — and began serving as a sales manager for the company in 1988. He has steadily climbed the Hilton ladder, serving in increasingly advanced sales and marketing management positions for individual hotels and regions before being appointed in 2018 to his current position, senior vice president Hilton Worldwide Sales – Americas.

During Passanante’s career, he has racked up an impressive string of accomplishments with Hilton, as well as the hospitality and meetings industries in general. He has helped to build teams, mentored many employees who have gone on to have very successful careers, and helped to oversee some significant hotel renovations and openings. He does not hesitate to single out one achievement above all others, however. “As I reflect on the achievements in my career — and I believe I probably share this with many others in the industry today — I am most proud of what we have been able to accomplish since March of 2020,” Passanante says. “Certainly, nobody in the business ever saw or experienced what we have all gone through with the pandemic, and how our industry and the hotel business, specifically, were impacted. It has been life-changing, and I’m proud of what we’ve been able to do in a crisis mode when we had so many folks, both customers and team members, that relied upon us, and continue to do so as we emerge and continue to recover. I can’t think of anything that I would rather share with my grandkids and others about my job that would be more important than what we’ve done in the last 20 months.”

One of the first things that Hilton did was on April 6, 2020, Christopher J. Nassetta, Hilton president and CEO, announced that the company would provide 1 million rooms to frontline medical professionals in the United States. In March and April 2020, Hilton’s sales teams sought counsel from some of their customers, made up of more than one dozen major medical associations — including the American Medical Association and the American Hospital Association — and emergency physicians. Hilton ended up facilitating the distribution of the 1 million rooms through these customer partnerships. “We made a direct impact on those customers and their members in a very, very real and meaningful way,” Passanante says.

Passanante also lauds the way Hilton and its competitors in the meetings and hospitality industries united in a spirit of cooperation. He has served several meetings industry organizations, including the PCMA and Meetings Mean Business Coalition boards, and the Events Industry Council’s Apex COVID-19 Business Recovery Task Force. “There has never been a point in time when the industry has rallied so much around a common purpose — that is, in the service of our shared customers,” he says. “There has been a collective need to solve our customers’ problems, and that was the primary focus of the task forces that I served.”

He notes that the Events Industry Council’s website shows the work that many different organizations have been doing. It is presented in a guide format to serve as a resource and educational tool for industry professionals to use as they put aggregated resources and materials into practice. “That wouldn’t have happened without the energy and effort of the collective industry. At the end of the day, great things happen when people come together,” he says.

Expanding Hilton’s Reach

Passanante is also pleased with the way that Hilton, as well as the hospitality and meetings industries in general, have weathered and are bouncing back from the pandemic. Hilton added 400 hotels and more than 55,000 guest rooms during the heart of the pandemic, and in the third quarter of 2021, it opened 96 hotels, totaling 14,700 guest rooms. The company is continuing its ambitious growth, with more than 2,620 hotels and 404,000 guest rooms — 249,000 outside the United States — in the pipeline in its 122 countries and territories, including 27 where Hilton doesn’t have any existing hotels. Hilton’s expanding Las Vegas footprint includes the recently opened Resorts World Las Vegas, its largest hotel globally. It features 3,500 guest rooms and suites from three hotel brands — Conrad Hotels and Resorts, LXR Hotels & Resorts and a marquee Hilton Hotels & Resorts hotel — as well as more than 250,000 sf of flexible meeting space, six ballrooms and a 5,000-seat theater.

The company also unveiled the reimagined Virgin Hotels Las Vegas, Curio Collection by Hilton, which includes more than 1,500 chambers and suites, an exclusive spa, 15 food-and-beverage outlets, multiple entertainment venues, a state-of-the-art casino and more than 130,000 sf of indoor and outdoor meeting space. “We’re super-excited about both of these hotels because they are great meeting venues in the best meetings destination in the world,” Passanante says.

Hilton also is aggressively expanding its portfolio in Mexico, where more than 30 properties are in the development pipeline to supplement the more than 70 that are currently open. Passanante is enthused about the recent opening of the Hilton Cancun, an All-Inclusive Resort on 100 acres of Mayan coastline in Mexico. It will feature 714 guest rooms, nearly 100,000 sf of meeting space and 12 unique culinary experiences. An adjoining Waldorf Astoria hotel is scheduled to open in mid-2022 with 55,000 sf of meeting space. On the Riviera Maya, Conrad Tulum, another all-inclusive property, recently opened and will be connected to a new Hilton hotel in the spring. Collectively, they will offer some 1,000 guest rooms and 80,000 sf of meeting space.

Passanante also is excited about the addition in July of Signia as the company’s 18th brand, which is providing another attractive option to meeting planners. “It’s our new portfolio of premier hotels that will largely be located in highly sought-after urban or resort destinations,” Passanante says. “It is intended to appeal to sophisticated business and leisure travelers. The brand was built based on feedback specifically given by meetings professionals and many other stakeholders. It definitely is a meetings-oriented brand with full-service amenities, premium meetings and events spaces, and state-of-the-art technology.”

The first Signia property opened last summer as a result of converting Hilton Orlando Bonnet Creek to Signia by Hilton Orlando Bonnet Creek, and the meeting facilities are undergoing a major expansion. The brand’s initial new-build property, the 975-room Signia by Hilton Atlanta, which is attached to the Georgia World Congress Center, is scheduled to open in 2023 with 75,000 sf of meeting space. “We also have some other very exciting meeting destinations that we either just opened or are opening that really speak to our commitment,” Passanante says. “I couldn’t be more excited about the return to group travel and live events.”

The company offered its first in-person event in three years, Americas Commercial Conference 2021, late last year at Resorts World Las Vegas. It brought together Hilton’s commercial leaders from marketing, sales, customer experience, commercial operations and several properties as participants learned how to continue to drive recovery initiatives, foster internal relationships, and bring back travel and in-person events.

Developing New Technological Tools

Hilton also has been busy adding new technological tools for meeting groups and other guests. “We’re creating self-service tools that allow customers to shop, book, experience and plan their meetings seamlessly, which is very important because everyone is starved for resources today and looking for efficiency,” Passanante says.

The company has been piloting Digital Key Share, which allows up to four guests to have access to a room’s digital key by using the free Hilton Honors app on a smartphone. The Digital Key program, which was launched in 2015, now is available at more than 80% of Hilton’s properties worldwide and at all 18 Hilton brands. Also, this past October, Hilton introduced “Diary of an Event Planner,” a digital series in which Hilton Worldwide sales professionals are sharing advice on how to prepare for in-person conferences. The series is part of the EventReady Playbook, which was launched in 2020 to provide meetings and events planners with guidance, inspiration and solutions for creating and executing engaging, safe events.

In June, Hilton announced that it was partnering with Groups360 to help launch GroupSync Engage, the hospitality industry’s first integrated, direct-booking solution for group room blocks. It is providing meeting planners with the ability to view guest room blocks and book them in real time at 5,000 of Hilton’s hotels. Passanante says that “very soon,” planners will be able to also book meeting space through GroupSync Engage.

Passanante says that Hilton will also continue to evolve its meeting-room technology and booking-to-billing technology.

Another program, Meet with Purpose, launched in 2015 as a component of Travel with Purpose, will be refreshed. It has focused on three pillars: mindful eating, covering food and beverage offerings; mindful meeting, focusing on giving back to communities; and mindful being, targeting health and wellness. “Customers today, especially those that have shared values with us and others in placing a priority on CSR, sustainability and people-planet issues, are making it a part of their decision tree,” he says. “They are important considerations when they’re considering where they’re going to spend their money on travel. They are important to decision-makers, but we’re doing these things because they’re the right things to do.” He adds, “We will be engaging more on the mindful meeting aspect, which really speaks to sustainability, which is more important to our customers than it’s ever been. Also, our LightStay Event Impact Calculator [which focuses on carbon emissions, energy use, water and waste associated with meetings] is industry-leading, and will take a much larger stage as we refresh Meet with Purpose. We will focus on other activations, such as more things groups can do in communities when they meet.”

Retaining Recent, Innovative Changes

Like all other hotel companies worldwide, Hilton was hit hard by declining business during the pandemic. This required the company to quickly and efficiently institute some major changes, such as boosting health and safety. That was partly done through the creation of the Hilton CleanStay program, in which the company partnered with Reckitt, the makers of Lysol and Dettol. Passanante thinks some of these changes need to be retained. “We’ve been saying that this past year has been a decade of innovation all wrapped into one condensed year,” he says. “The pandemic didn’t just change the way people travel; it changed the way people live. We have made a concerted effort to not just recover and return to normal, but to recover and be better and stronger than ever before in serving our customers. He adds, “I don’t think we’ll just snap back into old ways. There have been too many meaningful changes, and we have innovated in ways that are responding to ways customers really want to experience travel and our hotels.”

One of the main changes that will be retained is enhanced virtual and hybrid offerings, which have been vital to planners during the pandemic. “Virtual has a place to convey information and hybrid has proven effective for small collaborations, but the value of live, face-to-face events has only been exaggerated,” Passanante says. “Human connection is absolutely paramount, and travel is an unstoppable force. While digital elements of meetings will continue to be incorporated, there is simply no replacement for live events. That’s what we’re hearing from our customers and that’s what we’re experiencing ourselves. Elements of hybrid and virtual experiences will be incorporated, but they’ll serve as a way to supplement and extend audiences, certainly not replace the invaluable human connection that is offered by live events.”

Actualizing Hilton’s Purpose

Passanante has seen plenty of innovative developments while serving Hilton. It has grown from one brand and 265 hotels when he started to 18 distinct brands, more than 6,700 hotels and 1 million guest rooms. He thinks this continuous expansion is helping Hilton to fulfill its mission by serving increasingly more customers, including meeting groups, and providing them with a greater variety of options. “We are extremely blessed that our founder gave us our collective purpose and vision — to fill the earth with the light and warmth of hospitality,” he says.

Passanante says this purpose guides him every day, and says that it is “what keeps me going.” It also resonates with some of his main influences while growing up on Long Island in New York City. He credits much of his success to the influence of his father’s strong work ethic and his mother’s creativity and kindness — but also points out the importance of his extended family, particularly his grandparents. His father’s parents were immigrants from Naples, Italy, and he grew up with a large Italian family. “That brought all the chaos, craziness, fun and excitement that you would expect in a giant Italian-American family,” he says. “That had a huge influence on how I see experiences, and how I see food and the central role that it plays in life. On the flip side, my mom is a Southern belle who grew up in rural western Kentucky. My family on my mom’s side is all in the South. So, there was a stark contrast between my life as an Italian New Yorker and spending every summer of my childhood in a very small town in rural western Kentucky, where I experienced Southern hospitality, Southern food and Southern pleasantries. It was an extremely different environment, but one that very much influenced who I am today and how I like to live life by melding those two things together. They couldn’t be more different if you look at them independently, but the central theme of each was family values, family fun, really valuing family time — and food, breaking bread together, was important to both sides.”

This emphasis on family and traditional values have been central in Passanante’s career, as well, and resonate with the type of camaraderie Hilton strives to cultivate with its employees and guests. “I am willing to push boundaries, to tackle the really hard things and have the ability and willingness to challenge myself and others,” he says. “I’ve often said that I live — and even prefer to live — in permanent white water. I much prefer to be in an environment where we are rolling really fast and have to be agile, quick and ever-changing.”

This energetic approach to life carries over to his long-term passion for endurance sports, including long-distance running, swimming, biking and triathlons. After the birth of his first child, however, he realized the importance of balancing his ambitious nature with a more collaborative approach. “From a leadership perspective, I like to think that I am definitely passionate and very direct, but I’m also very collaborative,” he says. “In retrospect, I think that the most important turning point in my life that shifted my thinking was fatherhood. When I became a father, I had responsibilities other than just myself and my wife. It forced me to shift my mindset from being an individual contributor — a hard-charging sales professional who was very focused on performance — to a team mindset, one that thought much more about others and accomplishing things through them, and being more empathetic and appreciative of the greater good to drive performance versus individual performance.” He adds, “This made me a better and more effective leader. It allowed me to very quickly progress into different leadership roles.”

During his career, he has also developed a greater appreciation for the importance of listening. “I’ve learned that it’s important to listen more than you talk,” Passanante says. “I probably didn’t get this until further along in my career, but then I very quickly realized that whether it was in a sales environment where I was interacting with customers, stakeholders or team members, or family, it’s necessary to listen, listen, listen. Listen loudly — and then talk.”

He emphasizes the importance of listening while nurturing a coaching culture at Hilton to ensure that his sales teams develop strong connections with customers and deliver consistently strong performance. “The culture at Hilton really starts at the top with Chris Nassetta and our senior leadership team, but within the sales organization, we believe that we bring that to life in a very significant way,” Passanante says. “I think that the coaching culture we’ve created is really powerful and was central to our ability to see a path forward during the pandemic. If we didn’t have the coaching culture in place, I’m not sure we would have persevered the way we have the last 18 months as our team has become even more reliant on each other’s support, coaching and empathy.”C&IT

 

Many meetings and events industry experts were optimistic that 2021 would see things improve quickly after a dismal 2020 caused by the COVID-19 pandemic. As the vaccine rollout started in earnest early in 2021, those feelings were amplified. But the pandemic lingered and the recovery stalled, in part because of the Delta variant and unexpected supply-chain issues pushing back many of those recovery projections.

So where do we go from here? Industry leaders remain hopeful, saying a strong rebound is just around the corner. We asked several of these leaders for their thoughts on how the industry can continue to recover in 2022.

Kevin Brewer, Principal, LEO Events, and Michael Dalton, SVP, Strategy, LEO Events

Q: As the U.S. eases out of the COVID-19 pandemic, how does the meetings and events industry rebound?

MD: Oh, the industry is rebounding — has rebounded. Now, the challenge is how to meet demand while successfully navigating current conditions. The pandemic occasioned what will be lasting change in how we produce meetings and events — and in the expectations of our attendees, clients, vendor-partners, employees and contractors.

Q: What challenges will corporate meeting planners face in 2022?

KB: Everyone is seeing the same demand and asking, “How do I fulfill that demand and still provide quality service?” Crew members have always been vital to the success of any event, and current labor shortages provide a powerful reminder of that fact. Producers and planners are now paying more for labor, which is, in turn, increasing costs considerably.

Q: Is the nationwide supply shortage something that is affecting LEO Events? Your clients?

KB: Supply issues are temporary and will resolve, and the resolution of that is in sight. The labor issues will continue to be challenging for some time and may be our biggest obstacle, but the opportunities that come from a changing industry are everlasting. To continue to grow, we’ve got to investigate innovative ways to cope with supply chain and labor issues.

Q: What were your initial thoughts about how long the industry would be affected by the COVID-19 pandemic?

MD: We never doubted that people’s need to gather, connect and communicate would only grow stronger as the pandemic surged. The question was how, when and where. The pandemic very quickly became impossible to predict, and we all hoped to be clear of it by now.

KB: The desire and the need to meet face-to-face, while affected by the pandemic, never changed, and it will always be there. While our core competencies are still the same, the company we were in the first quarter of 2020 compared to the company we are today has changed in many ways. Our overall offerings have grown tremendously through innovation and the creation of opportunity. We’ve changed how we do things and how we look at things, and it’s not all bad. In fact, we needed to look at how we did things — it’s been a necessary reset in many ways.

Q: What is the biggest hurdle other than the pandemic facing the industry right now?

MD: Ongoing uncertainty about whether to produce a live event — and if so, to what degree — creates a domino effect that knocks down all our conventional methods of planning and production. The decisions that need to be made are taking longer to make, and that eats away at our lead time — which had already been getting shorter and shorter, pre-pandemic. Everybody is under new pressure affecting timelines, costs, staffing and, ultimately, the quality of the experience. We know people are going to be more selective about the events they attend, and they’re going to be more contemplative about why they are making that effort. Up until now, our industry’s focus has been on the ability to produce any event at all. But as the threat of COVID wanes and the remaining challenges are related to the “how” rather than the “if” — the job will once again be to produce the best event.

Q: How are 2022 meeting budgets different from 2021? 2020?

KB: Economists don’t expect supply chain pressures to ease significantly until [well into] 2022 or even 2023. The pent-up demand and lost revenue of 2020 are continually increasing the price of live events. We’re finding that production costs have increased 30% to 40% compared to pre-pandemic events, and health and safety measures can now account for 10% to 15% of a total production budget. Deposits are higher, transportation is more difficult to obtain, and supplier response times are double what they were in 2019.

Q: Did LEO Events host a meeting or event in 2020 or 2021?

MD: We did. When the lockdown and cancellations hit in the spring of 2020, we took that time to refocus our strategy, staffing and services. We’re proud to say we have continually executed live, hybrid and virtual events for both long-standing and new clients. In 2020 and 2021, we have produced hundreds of virtual events. And now we’re producing a full slate of live, virtual and hybrid events. For nearly 20 years, we have produced AutoZone’s National Sales Meeting — and we continued that with great success this year. In September, 1,500 in-person attendees and 1,500 virtual attendees gathered for a week of education, recognition and networking in Memphis, Tennessee. We are also proud to have produced the 43rd Ryder Cup Opening Ceremony at Whistling Straits for a globally televised audience.

Q: What encouraging signs or trends do you see ahead for the meetings industry?

MD: While budgets, supply chain and staffing are the biggest pressure points at the moment, corporations and brands are listening and responding to consumers who, increasingly, expect focus and action on important social and environmental issues. That, in turn, shapes how meetings and events are planned and produced — not only on the supplier side, but also in agendas, content and experience.

KB: Diversity, equality, inclusivity and sustainability will continue to be major focal points for corporate events in 2022 — and many would agree that focus, and meaningful action, is long overdue. We’re beginning to see a shift in communication from Supplier Diversity Managers who are reaching out to certified women or diverse-owned businesses, like LEO Events, for event and production services. This helps create a relationship-based approach to the procurement process and is a huge step in the right direction for companies looking to build more meaningful and diverse supplier connections.

Roger Dow, President & CEO, U.S. Travel Association

Q: As the U.S. eases out of the COVID-19 pandemic, how does the meetings and events industry rebound?

A: Business travel is not expected to fully recover until 2024, but we are hopeful and working to accelerate that timeline. First, travel leaders must set an example and lead the charge back to hosting in-person meetings and events. The Let’s Meet There coalition has been working to communicate the safety and value of holding in-person meetings again. U.S. Travel is also advocating for Congress to provide temporary tax incentives to help spur demand, such as tax credits to venues, event organizers and small businesses to help cover the cost of running an in-person event, as well as temporary deductions of entertainment business expenses.

Q: What challenges will corporate meeting planners face in 2022?

A: One obstacle is that budgets for corporate travel have changed, and with it, a shift in the number of business travelers taking to the roads and skies for professional travel. It will take some time to build back up to pre-pandemic levels, though a clear relationship exists between personally connecting with clients and colleagues and overall business success.

Q: What were your initial thoughts about how long the industry would be affected by the COVID-19 pandemic?

A: In March 2020, we never could have imagined that COVID would shut down the world for as long as it did. The reality is that we must now find a way to manage it for the long term. Our hope is that, in the months and years ahead, we continue to effectively contain the virus and continue the safe resumption of all segments of travel.

Q: What is the biggest hurdle other than the pandemic facing the industry right now?

A: One of the biggest challenges we are facing is the visa processing backlog for international visitors. Of the top 20 countries for inbound travel to the U.S., only five countries have all U.S. embassies or consulates fully open for visa processing, according to analysis by U.S. Travel. On average, countries that are not a part of the Visa Waiver Program currently face unacceptably long wait times in excess of 14 months for a visitor visa appointment. This makes it exceedingly difficult for visitors to plan for business or leisure travel to the United States. Additionally, officials must also ensure frontline Customs and Border Protection and Transportation Security Administration officers have necessary resources to safely process an increasing number of arrivals.

Q: How are 2022 meeting budgets different from 2021? 2020?

A: Generally, meeting budgets should increase as our industry and the overall economy continues to recover. This should be a priority for businesses. Those who host and attend in-person professional meetings and events gain a significant competitive advantage over those who remain virtual or forgo business travel altogether.

Q: Did U.S. Travel host a meeting or event in 2020 or 2021?

A: U.S. Travel held a number of in-person meetings [in 2021] that adhered to stringent health and safety guidance. We hosted more than 2,600 attendees from 52 countries in Las Vegas in September for the 52nd annual IPW — the travel industry’s premier international marketplace and the largest generator of travel to the United States. IPW was the first international, large-scale travel meeting to convene live in the United States since the start of the pandemic. It took a great deal of coordination to pull off an international trade show amid travel restrictions, but it was such an important step in reuniting the world. We also held our spring board meeting in-person in Tampa, our summer board meeting in Colorado Springs, our ESTO conference in Los Angeles in August and the first-ever Future of Travel Mobility summit in Washington, D.C., in October. Our fall board meeting just wrapped in Washington, D.C.

Q: What encouraging signs or trends do you see ahead for the meetings industry?

A: We are seeing more and more businesses hosting in-person meeting and events. IMEX America 2021 just hosted more than 4,000 meeting professionals in Las Vegas, an encouraging sign that the global business events community is ready to get back to in-person gatherings.

 Joe Fijol, DMCP, Principal ETHOS Event Collective

Q: As the U.S. eases out of the COVID-19 pandemic, how does the meetings and events industry rebound?

A: Continuing to rethink how we plan and operate programs to ensure safety and return on investment for company and community. As we experience shortages post-COVID, we’re realizing how important it is to weigh how our activity supports the people and places that make what we do possible.

Q: What challenges will corporate meeting planners face in 2022?

A: Not unlike most industries, availability and rate increases will be an issue. We’re seeing a surge in booking for 2022, particularly in first-tier cities like Orlando and Miami. Planners will need to consider other markets like North Florida or suburban areas outside these cities to find space and manage cost increases.

Q: Is the nationwide supply shortage something that is affecting ETHOS Event Collective? Your clients?

A: Yes, particularly in areas like décor, transportation and staffing. It has increased both costs and planning time, so much so that we’ve had to rework some of our planning and operations processes.

Q: What were your initial thoughts about how long the industry would be affected by the COVID-19 pandemic?

A: I think most felt we’d be “back to normal” going into 2022. What we’re realizing today is things like destination selection and availability will be impacted long term. While international travel is returning, demand and cost in the U.S. continues to be high — resulting in planners considering markets like Savannah and Memphis, or areas within a short drive of major markets.

Q: What is the biggest hurdle other than the pandemic facing the industry right now?

A: Labor shortages and cancellations continue to be a problem and result in more time being required to plan and operate programs. Shorter planning cycles have also added to the challenges for hotels and service providers ensure availability of space, services and staffing.

Q: How are 2022 meeting budgets different from 2021? 2020?

A: Although the industry has experienced an overall increase in costs, we’ve seen budgets largely remain the same — leaving planners challenged to do more with less. As a result, we’ve worked to help clients connect return on investment to meetings and events activity to protect budgets and prove value.

Q: Did ETHOS Event Collective host a meeting or event in 2020 or 2021?

A: We hosted virtual, hybrid and in-person events in 2020 and 2021. Although technology can enhance and improve efficiency in certain areas, it was clear that it can’t replicate the energy and impact of being in-person. As this year progressed, we saw a shift away from virtual/hybrid to in-person, resulting in improved attendee satisfaction and engagement.

Q: What encouraging signs or trends do you see ahead for the meetings industry?

A: With large groups proving you can meet safely in-person and vaccination rates continuing to increase, it points to a better year ahead. It is also encouraging that industry groups like IMEX, FICP and IRF are meeting in-person this year.

Michelle Heller, CMM, HMCC SVP, Strategic Meeting Management, McVeigh Global Meetings & Events (MGME)

Q: As the U.S. eases out of the COVID-19 pandemic, how does the meetings and events industry rebound?

A: With the most recent IMEX & GBTA conferences held in a live format, the industry has clearly, albeit slowly, begun to rebound. Beginning in early fall, client requests for hotel sourcing for 2022 and beyond have come in strongly, and contracts are being signed. At MGME, all furloughed employees have been back to work for some time. We are now actively hiring new employees in all business units within Meeting Planning, Creative Services, Production, Virtual and Shared Services to continue our growth in 2022. One of the most important tasks we have as a supplier is to invest in our staff and their training now; we must be prepared for when the industry rebounds. For continued growth, we remain dependent on our corporate clients’ meeting and travel policies and approval of live events while partnering together to ensure all events are executed within proper health and safety guidelines.

Q: What challenges will corporate meeting planners face in 2022?

A: Supplier service levels and costs [are a challenge]. Due to the reduction in workforce and the loss of revenue, we find that many suppliers are not fully staffed. We have seen significant shortages of staffing levels at hotels and various suppliers. The cycle time for obtaining proposals, pricing and even standard responses has increased significantly, making the event planner’s job more difficult. Communications seem to require more follow up, and project time during pre-planning execution has increased. With these staffing changes, lack of resources and inflation, pricing has increased across the board.

Q: Is the nationwide supply shortage something that is affecting McVeigh Global Meetings & Events? Your clients?

A: Absolutely, yes! We designed and curated a unique gifting experience for an upcoming Senior Leadership Meeting. The amount of time and resources we applied to execute this portion of the event was twice the standard. At almost every corner we turned, vendors advised that the quantity or color of the item selected was unavailable, shipping was delayed and more product would not be developed in time due to lack of resources. This situation is certainly different from what we were accustomed to in the past as event planners — especially working in the New York region and a society where it is often a 24/7 culture in which anything could be accomplished at a moment’s notice. Planners will certainly need to allow more time in project plans to account for this change and ensure clients stay on track with the timelines established during the planning process.

Q: What were your initial thoughts about how long the industry would be affected by the COVID-19 pandemic?

A: Originally, we forecasted the 3rd quarter [of 2021] to slightly rebound and the 4th quarter [of 2021] to be near pre-pandemic levels. But, as soon as the Delta variant took hold, we realized that we were not there yet, and the industry would continue down a bumpy road for the remainder of the year. We are forecasting 2022 to be strong and certainly a surge from 2021, with a full recovery expected in late 2023, when spending will return to pre-pandemic levels on par with 2019.

Q: What is the biggest hurdle other than the pandemic facing the industry right now?

A: Resources and staffing will continue to be a hurdle for all suppliers. Global price increases across all segments of air, ground and hotels might not be in line with corporate budgets. Eventually, increase in demands and capacity/hotel availability issues will cause constraints.

Q: How are 2022 meeting budgets different from 2021? 2020?

A: 2022 budgets have a definite year-over-year increase from 2021 and 2020. In 2020, many meeting and travel budgets were frozen while our corporate clients worked to understand the pandemic and its impact. In 2021, we were delighted to see an increase in spending for existing clients, and had the magnificent opportunity to onboard several new clients. But still, clients reserved 2021 business and budget parameters for only their “must have” meetings and events. However, for 2022, we are seeing budgets increase, and the type of events approved and assigned to MGME increase to not only “must have” events, but ancillary events as well.

Q: Did McVeigh Global Meetings & Events host a meeting or event in 2020 or 2021?

A: In 2021, we had the opportunity to plan hundreds of events for our clients in all business sectors from Corporate, Life Science and Association — delivered in live, hybrid and virtual environments. In the live environment, our programs went off without a hitch. We certainly engaged additional resources for pre-meeting COVID-19 testing kits, on-site testing areas, as well as departure time PCR tests when required for international travelers. In the global space with regional travel restrictions, we remained on our toes and pivoted to virtual for some attendees when required. We managed hybrid and virtual events in a variety of excellent platforms ranging in complexity from simple one-off programs and annual Life Science sales rep training programs to complex full global product launches in custom 3D virtual environments. 2021 was certainly a year to work strategically on each event and required additional resources, along with a defined duty-of-care program to ensure the health and safety of our attendees. We are proud to say all our events were a success.

Q: What encouraging signs or trends do you see ahead for the meetings industry?

A: We have seen our clients agree that face-to-face meetings have a need, and their level of importance has been acknowledged. After 1-1/2 years of virtual meetings, many of our clients are eager to get back to live meetings in 2022, albeit with a bit more caution and planning. For certain meeting types, virtual meetings and events are here to stay as a mechanism for cost savings, but we are happy to see that clients believe that live meetings are imperative for building relationships and developing human connections.

Renee Radabaugh, CMP President & CEO,  Paragon Events Inc.

Q: As the U.S. eases out of the COVID 19 pandemic, how does the meetings and events industry rebound?

A: This is interesting, especially as we sit here watching another variant come through — it’s almost like Groundhog Day. What we saw in the middle/end of Q3 [of 2021] was immense excitement to get back to live, and it almost felt like a weight had been lifted. We started booking incentives and seeing corporate meetings come into play. We were seeing fewer attendees, but the quality of the conference and the goals and objectives people were setting were much richer from an experiential perspective. I believe that’s because they know they need to feed the senses beyond the audio and the visual. We have to create events that will leave a lasting impact and make people feel comfortable with in-person experiences.

Q: What challenges will corporate meeting planners face in 2022?

A: Those who didn’t have the experience of virtual are going to have a very large gap when it comes to the needs of hybrid meetings. We need to continue evaluating how we’re speaking to the audience and engaging them. We also need to prepare for the different learning styles of attendees, because there are people who won’t come back to live events as quickly as we would like, which is going to be impacted by budgets, comfort levels and any of these potential variants.

Q: Is the nationwide supply shortage something that is affecting Paragon Events Inc.?

A: The supply shortage absolutely is affecting us because we’re seeing costs related to food/beverage and transportation rise, and there’s an overall lack of availability for products. As you look at promotional products and even printing, you have to really think ahead because the supply chain may not have the inventory in place. We’ve found the order cycle is anywhere from three to 10 weeks longer than what you would’ve had previously to get your branded products in.

Q: What were your initial thoughts about how long the industry would be affected by the COVID 19 pandemic?

A: At the very beginning, back in February 2020, we decided to retain all of our staff and quickly pivot. We were saying things like, “How long can this last? Maybe three months? Five months?” Then at the six-to-nine-month timeframe, we realized this was likely going to extend throughout 2020. We continued on our virtual journey and experienced some stop/starts for a few fairly aggressive clients who wanted to look at 2021 for live. We went through all these cycles of rebooking, cancellations and extending our contracts. We were looking at ways to take a contract that was due to execute in the fall of 2020, then pushing it to 2024 because the client had 2021-2023 in the queue already. It was a lot of forecasting without having any historical data to follow. So, the short of it is, if you had asked me in 2020, I would have said it would last maybe six months. Right now, we’re all experiencing the “new normal” and I don’t even think we know what exactly that is yet.

Q: What is the biggest hurdle other than the pandemic facing the industry right now?

A: I believe the biggest hurdle is helping people understand the true cost of meeting production. Beyond the general expenses of hotel rooms, food and beverage, travel and the supply chain shortage, the real cost of meetings and events is the human element of it. You know, as you educate your team members, and you become more elevated in your core skills, the cost of an event goes up. Your most expensive assets are the brains and the hands that go into producing a high caliber, data driven, successful event. The marketing and communication side of it is extremely important and relevant right now. People don’t always think about the messaging in the beginning — they bolt the marketing and messaging on after they’ve decided to do the event, when it should be part of the turnkey plan.

Q: How are 2022 meeting budgets different from 2021?

A: I think there was a big surprise in 2021 due to the cost of virtual platforms and technology. They also came with the curve of re-educating the consumer to understand that it wasn’t just a WebEx or a Zoom meeting, and that virtual programs needed to be elevated in order to create rich experiences. Along with the sticker shock from platforms, there was also a factor of the amount of labor it takes to produce a virtual meeting. Where we could execute a live event with 500 people and maybe five staff members, it took up to 15 staff members to assist with a virtual event of 500 people. 2022 budgets will likely follow a similar pattern of sticker shock because people haven’t had a live budget, in many instances, since 2019. Especially in the case of hybrid, where you’re basically running two events at the same time, you’ll have a greater depth of need when it comes to equipment, services and staffing in the 2022 realm.

Q: Did Paragon Events Inc. host a meeting or an event in 2020? 2021?

A: As far as client events, we ran around 85 programs over the last two years. We were about 75% to 80% virtual, with the rest being live or hybrid. Our live events were much smaller, under 100 or 150 attendees, so nothing like the large scale, in-person events we had experienced in 2019. Our team has become well-versed in virtual programs and platforms, but we’ve also been careful to keep our skills for live events sharp because we’re eager for them to fully come back and know we need to be ready when they do.

Q: What encouraging signs or trends do you see ahead for the meetings industry?

A: The most encouraging sign I’ve seen is an enthusiasm for experiences. People are really craving those hands-on, memorable experiences now more than ever. I’ve found the trend is more people being interested in the place rather than the space. Meaning, people want to know what it is they’re going to be able to do in that location. Whether it’s going to Nashville and listening to Country music, or going to the Bahamas and swimming with the dolphins, or going to Costa Rica and seeing beautiful waterfalls. People are much more on the experiential hunt. And that feeds into my previous statement about the marketing and communications piece. People eat with their eyes before they taste. So, moving forward, it’s important to look at the experiences, whether it be a corporate event or an incentive program. This applies to virtual too.

Brian D. Stevens, CEO, ConferenceDirect

Q: As the U.S. eases out of the COVID-19 pandemic, how does the meetings and events industry rebound?

A: Vaccination rates are critical. We need more people to be vaccinated and then get the booster shot.

Q: What challenges will corporate meeting planners face in 2022?

A: Lack of staff and uncertain attendee numbers.

Q: Is the nationwide supply shortage something that is affecting ConferenceDirect?

A: Yes, we cannot get simple and complicated things: simple things like paper products, complicated things like trucks and items made overseas.

Q: What were your initial thoughts about how long the industry would be affected by the COVID-19 pandemic?

A: Originally, I heard 18 months. I think that it’s another 18 months now.

Q: What is the biggest hurdle other than the pandemic facing the industry right now?

A: Recruiting and training new staff.

Q: How are 2022 meeting budgets different from 2021? 2020?

A: Budgets are cut and people are uncertain of their attendees. It’s hard to forecast. We had a revised forecast for 2021 three times.

Q: Did ConferenceDirect host a meeting or event in 2020 or 2021?

A: We did in-person only. While we used virtual for a general session speaker or two which, by the way, worked well, the attendees are in a trade show, which we prefer to do in-person. We did it in September and it was half the size, but got great reviews. We required vaccination and masks at our company under doctors’ orders.

Q: What encouraging signs or trends do you see ahead for the meetings industry?

A: People want to meet. Some people are so excited that we see very high registrations in the area where people are independent; example: real estate people, hotel owners, independent contractors, and some medical societies where they are their own bosses. I would like to say that the larger the company, the more restrained from face-to-face meetings. Small business owners who need new product, ideas, training, and selling their services or products are getting out. I heard a large hardware franchise had a record meeting [recently]. We are going to see video fatigue, and people want to get back to business. People are needing to feel connected. The reason many people are resigning from their companies is the lack of connection with their company. We feel bullish about 2023, but we need more safety and fewer “breakthrough” cases.   C&IT

As one of the most vital lifelines to corporate meeting planners and local businesses, CVBs and DMOs have learned how to weather the COVID-19 pandemic roller coaster as well as any entity in the travel and tourism industry. Without the benefit of having a crystal ball to predict the year, let alone months ahead, they have nevertheless deftly navigated the sometimes strange, mostly knot-in-the-stomach-inducing uncertainty of an industry in crisis.

Here’s a look at how they have fared, their recovery efforts and hopeful plans for the future as the U.S. slowly continues to emerge from the economic downturn brought on by the pandemic.

Pandemic’s Toll

Reduced budgets, staff reductions, shorter work weeks — in essence, overall fewer resources — presented new challenges for the ability of CVBs and DMOs to stay afloat and relevant as the pandemic took hold across the country. Locally, small businesses struggled with fewer visitors and weakened supply chains, forcing closures and salary cuts. Additionally, nonprofits lost fundraising opportunities while associations faced “declining memberships due to economic hardship,” says Sandy Ward, CEO of Bellingham Whatcom County Tourism in Washington state.

Nan Devlin, MTA, executive director of Tillamook Coast Visitors Association in Oregon, adds that “Restaurants [were] hit hard, especially with constantly changing COVID guidelines and restrictions. And staffing shortages hit businesses the hardest. They are coping with overworked and stressed employees, more days closed, and limited hours when they are open.” And yet, “Somehow, nearly all have coped, changing between takeout meals to only 25% capacity, to full capacity.”

Staff reductions and tighter budgets hit many CVBs and DMOs hard in the early days of the pandemic. “Staff [was] reduced to 30% of our pre-pandemic level, 13 international partner agency contracts were paused immediately in March 2020, and our budget was down 75%,” says Elisabeth Wieselthaler-Toelly, MBA, former vice president, global PR & media relations for the San Francisco Travel Association (SFTA).

For Visit Indy, in addition to reducing the team and moving to a four-day work week, the pandemic necessitated “significantly reducing our sales and marketing investments, drawing funds from reserves, and pursuing funds from federal relief programs,” says Leonard Hoops, president & CEO.

Ed Carey, chief sales officer for Discover Puerto Rico, described the significant impact on the commonwealth, “Due to Puerto Rico’s unique position as an island destination reliant on air and cruise visitors, the territory was impacted more quickly and severely than many other U.S. destinations,” he says. “Additionally, we were the first state or territory to issue strict measures, including stay-at-home orders and curfews. The pandemic presented unique challenges, particularly for our valued local partners. The tourism sector is a critical piece in the island’s economy, accounting for 84,000 jobs that are impacted directly and indirectly prior to COVID-19.”

Location also played a critical role in Alaska’s pandemic’s economic impact, where the state’s position in the northernmost part of the North American continent put the region “at a distinct disadvantage due to its isolation,” as noted in a late spring 2021 report by the Alaska Travel Industry Association. “With cruise ships banned and highway borders closed, travelers had to rely on airplanes and very limited ferry service to reach the state,” the report states

Although Michelle Russ, STS, vice president of sales, sports & events for Gulf Shores & Orange Beach Tourism in Alabama, acknowledges that they “were extremely fortunate as a beach destination to welcome guests back in early summer 2020,” she also mentions, “We are certainly feeling the national staffing shortages across our tourism-based businesses.”

Positive Impact

Creative collaboration, enhanced communication and virtual experiences each represent but a few of the positive changes that have resulted despite the pitfalls presented by COVID-19. CVBs and DMOs rose to the challenge both out of necessity and their own resiliency. “We have learned to expect the unexpected and adapt quickly,” Russ says. “We have stayed in communication with current and potential clients about the state of our destination, and have expanded our digital marketing resources to meet planners where they are and stay top-of-mind for future planning.”

Despite the hardships experienced by the pandemic, many CVB and DMO leaders say they were forced to adapt and are now stronger for it. “The pandemic made us a lot more creative, nimble, [and] innovative, than before,” says Sonia Fong, formerly vice president of convention sales & services for the Greater Miami Convention & Visitors Bureau (GMCVB), and now senior vice president of convention development for Louisville Tourism.

Vicki Logan, convention sales manager for Travel Juneau, agrees. “We’ve had to find new creative ways to fulfill our mission with fewer resources.”

Employees also learned how to work remotely via Zoom, Teams, WebEx and other digital platforms, Hoops says, adding, “In addition, following the murder of George Floyd and the nationwide civil unrest shortly thereafter, we have increased our efforts toward diversity, equity and inclusion.”

Collaboration among industry partners has always been a huge part of getting things done in the meetings and events industry. But during the height of the pandemic — and still as things are waning a bit — partnerships have become more intimate and more important since the onset of the pandemic. “We’ve partnered with a regional community foundation on a program called ‘Inclusive City’ and organized a DEI assessment, not just for ourselves, but for eight other organizations in a group we collectively call the Indy Civic Leadership Alliance,” Hoops says.

Fong and Carey each note that the Miami and Puerto Rico regions are no strangers to adversity. Miami has weathered its share of hurricanes, while Discover Puerto Rico has also endured hurricanes and earthquakes. These crises went a long way to preparing them for the pandemic. “We were able to pivot quickly at the start of the pandemic because of the extensive crisis preparedness measures we had already taken,” Carey says. “When Discover Puerto Rico was created in 2017, we immediately went to work creating a crisis playbook, which included scenarios from hurricanes to political unrest, to even a pandemic scenario which we were able to adapt for COVID-19.” Beyond that, Carey says, “Our local partners at the Puerto Rico Tourism Company quickly created a certification program and other resource guides to help tourism partners and planners resume meetings and other initiatives safely, and we shifted our marketing strategies to rely more heavily on virtual and hybrid offerings in the group space.”

In early winter 2020, Visit Tillamook partnered with the Tillamook County Creamery Association “to offer $200,000 in marketing resiliency grants to our community,” Devlin says. “We encouraged collaboration among businesses, and the 16 lead recipients helped a total of 90 businesses. We also co-sponsored #tillamooktakeout campaign with the Tillamook Chamber of Commerce to encourage local support for restaurants. Our $4,000 investment resulted in $4 million in sales for participating businesses. Restaurant owners said it kept them in business during their darkest hours.”

Other tactics employed by various CVBs and DMOs included filming promotional videos for the CVB and local businesses, as well as creating virtual FAM tours to keep planners updated on the latest information. “When the COVID quarantines first went into effect and our island lodgings were closed, we abruptly pivoted to promoting videos and virtual tours produced by businesses and other islanders,” says Amy Nesler, communications/stewardship manager of the San Juan Islands Visitors Bureau in Washington state. “All conventional advertising was pulled in favor of encouraging the purchase of gift cards and other e-commerce and keeping people ‘dreaming’ of future travel.”

At Discover Puerto Rico, Carey’s team “hosted virtual planner FAMs as another way to ensure planners stayed up-to-date on the latest health and safety protocols in place, while seeing new venues, hotels, and experiencing technology advancements such as the hybrid capabilities in the Puerto Rico Convention Center, the most technologically advanced in the Caribbean,” he says. In addition, Carey said his team “created a series of ‘Virtual Vacays’ that kept our local partners front and center for audiences globally. Beyond social … through the DMO, Puerto Rico became the first destination to offer live-guided tours utilizing Google Earth on Facebook Live … partnering with a personable local tour guide.”

Strengthening communication among all partners has also played a key strategic role in recovery efforts for CVBs and DMOs. At Discover Puerto Rico, “In addition to the tourism partner certification program, we increased communication with stakeholders. Clear and constant communication is particularly important, including that with meeting planners — both from us to them, and vice versa,” Carey says. Specifically, “We ensured lines of communication remained open, for all to be aware of the latest information that may impact an event, including government regulations, event permits, as well as screening procedures at our airports. We were keen to understand the concerns and needs of planners to best accommodate them in the future, so we held a series of roundtable discussions with meeting planners across the country.”

Other New Initiatives

When the travel and tourism took the dramatic, unexpected downturn in early spring 2020, CVBs and DMOs wasted little time in planning new campaigns and initiatives. At Visit Indy, the Indiana Convention Center invested $7 million in new health and safety upgrades, while at the San Juan Islands Visitors Bureau, marketing communications amplified the need to strike a balance between supporting island businesses and protecting the environment. “This is done through subject choice and wording in our social media and advertising,” Nesler says. For starters, the CVB, “following the lead of destinations like Palau, New Zealand and Aspen, created the San Juan Islands Pledge that visitors are encouraged to sign before boarding the ferry or floatplane. When you act as an ecologically and socially responsible visitor, you are actively contributing to the future of the San Juans.”

In the summer of 2021, Gulf Shores & Orange Beach Tourism initiated a “Worth the Wait” campaign “to communicate that Gulf Shores and Orange Beach are ‘worth the wait’ despite staffing shortages, and to give guests a few ideas to make the most of their precious time on the coast,” Russ says. In addition, “We have expanded the meeting planner marketing toolkit on our website to provide planners with free, ready-to-go resources to make planning meetings on the Alabama Gulf Coast more efficient. Items in the toolkit include a custom digital save-the-date, custom digital banner ads, visual assets, pre-written destination copy and a PDF of popular restaurants and activities.”

The SFTA also rolled out two new campaigns in 2021: “#OurGateIsOpen and “MeetLocal, both targeting regional and domestic visitors,” Wieselthaler-Toelly says.

While Fong was at the GMCVB, she says, the “… recovery campaign focused on the outdoors, with special mention of the Everglades and parks, for instance. [They] also highlighted the multicultural heritage in different neighborhoods to show what makes the area unique. Locally, [they supported] restaurants through the Miami Spice program,” now in its 18th year of operation.

With a focus on helping the food industry as well, Visit Tillamook “went to work on big projects,” Devlin says. “We are implementing more workforce training programs, and [developed] a food business innovation center to help our local producers and entrepreneurs. We [hope to find] funding to build commercial kitchens and cold storage units, provide food processing equipment and culinary training classes, and form a food hub and delivery system to help our farmers and fishers.”

At Discover Puerto Rico, “We developed a new advertising campaign focused on the concept of ‘time,’ with our creative agency R&R partners,” Carey says. “It was specifically designed to seamlessly evolve in different phases as we progressed during the pandemic. The campaign was fully produced in-house by Discover Puerto Rico’s multimedia team, and rolled out in phases to allow the DMO to deftly move between messaging as restrictions on the Island changed.” The campaign’s messaging evolved from Phase I during lockdown — “All in Good Time;” to Phase II, “Time to Plan” and “Time to Book;” to its current rendition, “It’s Time” — to incentivize travelers to visit Puerto Rico now that inbound tourism has reopened.

The Road Ahead

In looking toward a brighter future, CVBs and DMOs emphasize the importance of proactively engaging with partners in travel and tourism to prepare for the next potential crisis. For Devlin, “The [variants], hitting mostly unvaccinated people, threaten business closures again. Restaurants, retail, museums and event venues will again be hit hardest. This is what keeps me up at night. If they have to close again, it could mean closing for good, and that would be terrible for all of us.” With that in mind, Devlin says, “We have updated our crisis communications plan to include pandemics — we had earthquakes, tsunamis, landslides, fires — but not pandemics. We are also revising our strategic plan to include ways to support public safety and emergency management organizations.”

From Nesler’s perspective, “DMOs and CVBs have the opportunity to show leadership in how tourism is managed in their destination and be proactive to keep the pendulum from swinging toward over tourism. Sustainable tourism is no longer enough; it’s time to get behind regenerative travel — [i.e. ‘making sure that what we do now feeds back into the system from which we benefit’ — as defined by the World Travel and Tourism Council]. It’s about being proactive and intentional.” Nesler continues: “The climate crisis is already here and evolving rapidly. We promote ways travelers can lighten their footprint and provide information to island businesses on ways to do the same.” Staying abreast of current safety and health protocols, updating crisis management tools, plus providing ongoing staff training, are all critical components in order to be prepared for whatever crisis comes next.

Meanwhile, in addition to new outdoor venues, new hotels and restaurant openings around the country, CVBs and DMOs anticipate such future events as the recent grand reveal in Puerto Rico of DISTRITO T-Mobile, and celebrations of the 500th anniversary of the city of San Juan spanning 2021 and into 2022; Visit Indy eagerly awaits its hosting role to the 2022 College Football Playoff National Championship; Visit Tillamook will host the 2022 Swiss Society Centennial event, celebrating the heritage of the region’s dairy farmers; and the GMCVB hosted Art Basel Miami in late 2021 and will host the International Boat Show early this year.

Best Tips for Meeting Planning

In preparing to meet the future, CVBs and DMOs cite the essential role meeting planners play in their recovery. “We’re partners,” Fong says. “At the end of the day, we have to work together. The more transparent and communicative both planners and CVBs/DMOs are with each other, the greater success for all.”

Ward advises planners to “Keep working with us. Keep talking to us and support us in FAMs. Share and be generous with information. If there’s one thing the pandemic has taught us, it’s how important these partnerships are.”

At Travel Juneau, Logan suggests that planners can also help with recovery efforts “by realizing that we are all dealing with fewer dollars and some of the incentives of the past need to be reviewed or eliminated as we all move toward recovery.”

Russ reminds partners that “Gulf Shores and Orange Beach are open for business, but very much hurting for staff like other destinations around the country. Meeting planners can help CVBs with recovery efforts by contacting the CVB first for all planning needs. CVB sales teams know the state of the destinations and how best to accommodate your group by sourcing proposals, providing planning and marketing resources, and suggesting off-site activities.” Carey says, “We encourage planners to continue communicating with us, letting us know what they need and what they are learning from their clients, so that we can best adapt our offerings, tools and resources to ensure their success. We plan on continuing our proactive outreach, but they are free to contact us at any time.” Also, he says, “Meeting planners can foster responsible tourism among their groups, ensuring they are communicating local health and safety policies, and encouraging travel and events that will help build back tourism economies.”  C&IT

 

When the snow starts and the temperatures plunge, many planners’ thoughts turn to warmer locales for meetings and events. That’s where the islands of the Caribbean and the Bahamas come into play. From cultural and environmental diversity, spectacular beaches, mountains and tropical forests, to proximity and direct access to two continents, the islands of the Caribbean and the Bahamas are an ideal meeting spot for any size group.

As Bethanie DeRose, CDME, senior vice president, tourism and destination advisory practice with JLL’s Hotels and Hospitality Group explains, “The notion of being able to escape and enjoy some leisure time while traveling for work meetings makes the Caribbean timelessly attractive.”

Attendees want a more immersive experience, and the Caribbean is a great place to enable that. “Any off-sites that can be activated for team events or opportunities to have experiences should be considered,” DeRose says. “Of course, the efficiency of arrival and departure are important, so the planner’s ability to work with destination partners to streamline that experience is a big plus.”

The meeting planning team at Brightspot recently sourced, planned and managed a client’s elite club trip to the Caribbean, specifically Grand Cayman, for their direct and indirect channel teams. “Our team and the client’s planning team came in, along with client hosts, a few days before the direct winners arrived for a three-night program,” says Michael Butler, vice president of sales at Brightspot. “Following their program, the top channel partners came in for a second wave, with hosts staying the full week. The Caribbean fares well post-pandemic because it’s closer to home for U.S.-outbound programs.”

St. Kitts & Nevis

An unspoiled and lush historic pair of islands in the Caribbean, St. Kitts & Nevis, can be accessed by direct flight from many North American cities. This getaway is an instant paradise. Expansive function space, on- and off-site activities — from golf to sailing to monkey-watching — and luxe accommodations, make Four Seasons Resort Nevis an ideal choice for meetings, events and incentive travel. “An incentive trip to Four Seasons Resort Nevis is unforgettable,” says Terrance Kelly, director of sales at Four Seasons Resort Nevis. “With luxurious accommodations, including more than 50 private villas, our own golf course, delicious Caribbean cuisine and exciting recreational opportunities, your top employees will leave here feeling pampered and rewarded.”

Planners can stage a formal affair in the ballroom, which can accommodate as many as 300 attendees, or opt for one of the resort’s smaller salons for a more intimate event. “If you prefer the outdoors, we deliver function lawns, gardens and our popular South Beach venue. It’s directly on the Caribbean, where our artists can create a sand sculpture to fit your theme,” Kelly says. “The small island requires that we order and import things, so you need to order in advance. There are no street lights, [and] there are monkey and donkey crossings, so give a little extra time while planning off-site dinners.”

Cinthya Cabrera, meeting planner and general manager at Sunlinc, created a farewell gala dinner on South Beach at the Four Seasons Resort Nevis. “The blank canvas of the beach alongside the backdrop of Nevis Peak and the Caribbean Sea was absolutely perfect for a really special evening,” Cabrera says. “We were able to customize the infrastructure to match the vision of the event in this magnificent space. The Four Seasons Resort Nevis is authentic Caribbean luxury with traditional plantation-style accents with a perfectly modern twist. This stunning resort is fully committed to the highest standard of quality and service, offering a sense of place at this unique secluded destination.”

Cabrera adds that if your incentive trip requires a high-end secluded Caribbean experience, she highly recommends considering St. Kitts & Nevis. “While sometimes clients are concerned that there will not be enough to do on a small Caribbean island, this, in fact, is far from the reality. Unlike other islands in the Caribbean, St. Kitts & Nevis are one country, featuring two islands, where there is no passport control, no borders and no immigration between them,” Cabrera says. “Since the islands are 2-1/2 miles apart, the ability to offer attendees two totally unique islands during a multi-day program really does set this destination apart from all others.”

There also is an abundance of activities between the two islands. Attendees can enjoy rainforest hiking tours, sunset horseback riding, customized rum and plantation tours, biking tours, zip lining, 4×4 off-road tours, a double story scenic train that runs on tracks built more than a century ago, plenty of water sports and more.

U.S. Virgin Islands

Considered to be the classic Caribbean experience, the U.S. Virgin Islands are ideal backdrops for meeting and incentive events. Set amidst breathtaking natural beauty, nestled between Great Bay and a green mountainous skyline, The Ritz-Carlton, St. Thomas features an alluring blend of sea-inspired luxury amenities and a new Caribbean-inspired design. The resort reopened its doors in 2019, following a period of extensive enhancements. The all-encompassing, $100 million project includes fully redesigned public spaces, rooms and suites, events and meetings spaces, and dining venues. The reimagined resort brings the beauty of the U.S Virgin Islands to life, enticing business and leisure travelers to fall in love with the property and the destination all over again.

Lauren Cramer, chief event planner at Turn-Key Events, orchestrated an annual incentive trip for Rapid7 at The Ritz-Carlton, St. Thomas. “Our attendees are looking for warm weather with lots of activities. As planners, we were looking for a high level of service that could carry out the vision that we had. The Ritz-Carlton, St. Thomas went beyond our expectations,” Cramer says. “At every step, they offered creative solutions and were committed to executing a flawless event for us. After our initial site visit, we knew we partnered with the right hotel to create an outstanding experience.”

The Ritz-Carlton, St. Thomas features more than 10,000 sf of indoor and outdoor meetings and events space, seven outdoor function venues, including two ocean view gazebos, and five indoor meeting rooms totaling 5,141 sf with ample pre-function areas. Its exquisite Great Bay Ballroom offers high ceilings and floor-to-ceiling windows, state-of-the-art A/V equipment and technicians, and private dining at Oasis at Bleuwater, which accommodates up to 50 attendees.

Cayman Islands

“Beyond the perfect weather and crystal blue waters, sourcing an incentive trip to the Caribbean offers your attendees a unique experience of diversity, gorgeous scenery and incredible cuisine,” says Kelly Hamlet, director of catering and events at Kimpton Seafire Resort + Spa. Located on Grand Cayman, Kimpton Seafire Resort + Spa is the boutique hotel company’s first international luxury resort, delivering an unforgettable island escape. Seafire opened its doors in November 2016, offering contemporary architecture that unfolds dramatically to the grounds, the beach and the sea. Kimpton Seafire’s meetings and events spaces amplify the setting, with eclectic and inspiring interiors, and ample opportunities for indoor/outdoor activities. The hotel offers 13,630 sf of indoor meetings and events space, and 9,350 sf of thoughtfully designed outdoor function space offering ideal venues for Caribbean-crafted weddings, social celebrations, incentive group events and corporate meetings.

“Few destinations offer such a variety of water sports options for all experience levels, incredible range of regional cuisines with the freshest seafood, unique and beautiful cultural customs, along with the highest level of luxury service,” Hamlet says. “Make sure to include a sunset catamaran trip for all of your incentive groups. This is a team-bonding experience that will be remembered fondly by all.”

Turks & Caicos

From executive retreats and small corporate meetings to once-in-a-lifetime incentive programs, Beach Enclave Turks & Caicos can accommodate groups of up to 90 attendees. Planners can choose from 27 private, luxuriously appointed villas located in three distinctive, beachfront communities. For memorable dining, a variety of themed catering menus are available, or groups can have their menus customized to their tastes and preferences by their personal in-villa chef. Pop-up dining experiences bringing in the flavors of local restaurants are also available upon request.

Located on the southeastern edge of Providenciales, Beach Enclave Long Bay is a dream-come-true incentive destination. This stunning, white-sand beach stretches more than 3 miles and ranks among the top 10 beaches in the world year after year. Groups can enjoy ideal conditions for water sports or even take on a new adventure, such as kiteboarding.

Rising 40 feet above the ocean on the island’s more remote northern shore, Beach Enclave North Shore features dramatic, elevated views of Turks & Caicos’ world-famous turquoise waters. Set within 10 acres of indigenous landscape, this location is ideal for groups seeking the utmost privacy and exclusivity.

Beach Enclave’s third and newest location, Beach Enclave Grace Bay, is situated just steps from the island’s best restaurants, shopping and nightlife. For groups seeking rejuvenation after a day, or night, full of play, wellness classes by Beach Enclave’s resident yoga instructors are available. Each small group session takes place on an open-air, ocean-facing deck. Options include yoga, meditation, intention setting and gratitude journaling, to name a few.

“Undoubtedly, the biggest draw of hosting a program in the Caribbean is the inspiring, picture-perfect setting. Turks & Caicos is blessed by Mother Nature with spectacular beaches and superb weather year-round,” says Keyona Coward, director of sales at Beach Enclave. “The villas at Beach Enclave are designed to bring the beauty of the outdoors in with floor-to-ceiling sliding glass doors, expansive terraces and exclusive access to a private beach, ensuring a captive and engaged audience.”

Anguilla

Melanie Sell, meeting planner and senior program manager at First Incentive Travel, recently orchestrated an incentive trip to Zemi Beach House in Anguilla, a small boutique resort ideal for the demands of small incentive corporate groups or general buyouts of around 150 people amidst a collection of 76 rooms. “We have an original and laid back — but exquisite — approach to our meetings and events,” says Antoine Alsayah, director of sales & marketing at Zemi Beach House. “You will not find banquet halls in paradise.”

The event Sell planned rewarded top dealers of a company’s brand. The attendees were leadership level individuals, such as CEOs and company owners. “This group consisted of 135 people total. The program was very detailed and had many moving parts, from speedboat transfers from Saint-Martin, small group excursions on Anguilla and Saint-Martin, to full group excursions, including a one-day buyout of a small island with catamaran transfers,” Sell says. “[Other activities included] an upscale awards presentation night, on-site live gifting experiences with the addition of room drop items each night, local entertainment, local photographers, themed and coordinated décor for on-site and off-site dinners, and events and fun after-dinner parties.” She adds, “This client strives to create a better program than the previous year. While some elements may seem over the top to some, they have become an expectation of sorts for these attendees. They look forward to being spoiled for their hard work year after year — and rightly so.”

The staff at Zemi Beach House are experts at utilizing event-appropriate inventive spaces, such as the resort’s gorgeously appointed spacious suites with oceanfront views, the beautiful Rum Room or directly on the beach on Shoal Bay, considered one of the most beautiful coastlines in the world. “The island is off the beaten path, quiet, laid-back, authentic and secluded,” Sell says. “It’s a perfect fit for a hideaway or an intimate gathering, with lots of privacy, making it a celebrity favorite, and for those looking to just get away and relax away from the crowds.”

Puerto Rico

Considered one of the most beautiful, culturally diverse and accessible islands in the Caribbean, Puerto Rico — a U.S. territory — is a sunburst of tropical indulgences. Puerto Rico is known for its beaches, unique attractions and adventures. A business trip to the island would not be complete without some time set aside to explore Puerto Rico’s culture.

According to Brad Dean, CEO, Discover Puerto Rico, the island is undergoing developments to bolster its current lodging inventory of more than 163 hotel options, with nearly 14,500 hotel rooms open and operating. Most recently, Puerto Rico opened DISTRITO T-Mobile, a world-class, 5-acre experiential complex combining the best in global retail, destination dining with 12 gastronomic concepts, art, entertainment, music, technology and hospitality. It’s conveniently located in the Puerto Rico Convention Center District, just 6 miles from San Juan International Airport and alongside several hotels. This complex is destined to be the ideal option for events, conventions and performances, offering a multi-sensory, audiovisual and technologically advanced experience.

“We understand our meeting planners’ needs, especially with the latest evolutions of the industry, and our industry partners have adapted to the movement in offering both visual and hybrid options in the space,” Dean says. “The Puerto Rico Convention Center has an in-house broadcast studio, where hybrid meetings can be broadcast to virtual attendees with a plug-and-play concept for ease of use. Despite the pandemic, this time has brought us an opportunity to rethink how tourism interacts with our economy, society, resources and infrastructure.”

As Louise Bang, regional vice president, sales and distribution at Marriott International, Caribbean & Latin America, explains, Puerto Rico offers the perfect balance between business and pleasure. Here you’ll find the ease of doing business in a U.S. market along with the beauty and climate of a Caribbean destination. “There’s no passport required for U.S. citizens, the dollar is the island’s currency, and English is widely spoken throughout the island. Plus, you’ll find convenient airlift travel options to the island, including a variety of daily air service from cities throughout the U.S., and fully vaccinated passengers on domestic flights no longer need a negative COVID-19 test to enter Puerto Rico,” Bang says.

Marriott International boasts a variety of lodging options on the island, from first-class business hotels in urban tourist areas, such as the Sheraton Puerto Rico Hotel & Casino, to high-end tailored gatherings and buyouts ideal for group meetings, incentive trips and executive retreats at Dorado Beach, a Ritz-Carlton Reserve. “And with plenty of outdoor attractions to choose from, attendees will create unforgettable memories while hiking to [everything from] tropical rainforests to waterfalls; exploring Old San Juan, a UNESCO World Heritage Site; enjoying its enticing gastronomy; or simply meeting its people, who are charismatic, hospitable and passionate,” Bang says.

In terms of the ultimate venues, San Juan’s new premier entertainment hub has something for everyone. If you’re looking for a place that has it all, the DISTRITO T-Mobile should be on any meeting planner’s radar. This trendy spot is ideal for experiencing Puerto Rican art, flavors, rum culture, music, dance, adventure and overall vibrancy. For large-scale events, the Puerto Rico Convention Center has more than 500,000 sf of versatile meeting space and the most technologically advanced A/V capabilities in the region.

The firm Serra & Serra Group, which specializes in continuing medical education events, has coordinated several events at the Caribe Hilton hotel in San Juan. One of the most outstanding was the XXIX Annual Congress of the Ibero-Latin American Society of Diagnostic and Therapeutic Neuroradiology. This event was attended by about 400 people from various countries in Latin America, Europe, and the United States.

Caribe Hilton offers a series of attributes that make any event memorable. It has spacious and comfortable meeting rooms, ideal for all types of activities, as well as spectacular exteriors. Specifically, the property features more than 65,000 sf of versatile meeting space, which incorporates three ballrooms and plenty of picturesque outdoor event spaces, inclusive of the resort’s beach, sprawling oceanfront pool area, sweeping gardens, a gazebo, terraces and more. In addition to plenty of outdoor space, the hotel provides groups with the option to keep accommodations within one building or wing of the hotel. “For our event, we sought a hotel that also had a historical background representative of the island,” says Vionesse Serra, president of Serra & Serra Group. “The Caribe Hilton brand is synonymous with Puerto Rico, and we wanted our international guests to have a first-class Puerto Rican and Caribbean experience.”

Caribe Hilton’s meetings and events space is big enough to accommodate convention-sized groups, yet the property offers a true leisure feel so groups get the best of both worlds and enjoy San Juan in style. “We offer a variety of on-site amenities for groups, including a secluded beach, oceanfront swimming pools, snorkeling and ‘snuba’ diving, tennis clinics at the Monica Puig tennis center, piña colada demos, revitalizing spa services and more,” says Letty Rivero, director of sales and marketing at Caribe Hilton.

When they’re not soaking up the sun or learning to blend the perfect cocktail, attendees have easy access to the area’s hottest restaurants and bars, rainforest excursions, local food and rum tours, and additional activities that showcase the island’s rich culture.

The Bahamas

With more than 700 islands and cays, and 16 unique island destinations, The Bahamas lies just 55 miles off the coast of Florida, offering an easy fly-away escape. There is world-class fishing, diving, boating and thousands of miles of spectacular water and beaches. Nassau is the tourism hub of the island chain, boasting luxurious resorts, casinos, dining, shopping and a vibrant nightlife — in other words, there are plenty of activities for attendees.

The largest and most popular resorts on Nassau include Atlantis, Paradise Island and Baha Mar. Atlantis offers five types of accommodations from which to choose: The Cove, The Royal, The Coral, The Beach and The Reef. There is more than 200,000 sf of indoor meetings and events space, including the Imperial Ballroom, which, at 50,000 sf, can accommodate as many as 4,000 attendees. The 25,000-sf Grand Ballroom can accommodate groups of up to 2,700. There is 300,000 sf of outdoor meetings and events space, including the Royal Deck and Cove Beach.

Baha Mar is home to three uniquely designed resorts with amenities that include the Caribbean’s largest casino, at 100,000 sf. There is also a 30,000-sf spa, a convention center and more than 40 restaurants, bars and lounges. Grand Hyatt Baha Mar offers 1,800 guest rooms and suites; SLS Baha Mar offers 300 rooms, including 107 residences; and Rosewood Baha Mar offers 185 oceanview rooms and suites, and five beachfront villas. Baha Mar’s Performing Arts and Convention Center, which doubles as an art gallery, offers 200,000 sf of state-of-the-art indoor and outdoor spaces.

Tips For the Caribbean

When orchestrating an event in the Caribbean, Hamlet says it’s important to remember that “island time” is a real thing. “Always remember to adapt as best [as you can] to the local culture, especially when on-site, as the local staff and vendors may be more relaxed than you are used to in city destinations,” Hamlet says. “A big smile goes a long way, as islanders place a great importance on hospitality and kindness.”

Also, book your vendors further in advance than when working domestic programs, especially on smaller Caribbean islands or during peak group season from February to May. Hamlet adds that the benefit of traveling to the Caribbean region is that there are so many cultural experiences for your attendees to engage in during their trip. “An immersive Caribbean cultural event can be a life-changing moment for guests new to the region, so make sure to include a touch of the island when planning your welcome reception entertainment,” Hamlet says. “Seek local vendors to enhance your group events, from basket weavers to local cigar rollers, to indigenous musicians, all the while supporting the local economy.”

Peter Lombard, meeting planner and founder/CEO of Globe Guides, a company focused on helping companies around the world plan staff retreats, incentive trips, leadership retreats and events, recommends getting off property for at least some of the meals, as there are so many great restaurants across the region that give such varied angles on culture, food and the people that it really steps up the experience. “Also, let people come in and unwind the rest of the day. This kills two birds with one stone, any flight delays will not impact the program, and everyone is in a rested and excited state of mind for the full event,” Lombard says. “And be sure to look at what the region has beyond the property. More and more travelers are wanting an immersive experience, not just a vacation. This means that while the hotel is very important, it cannot stand alone; there have to be local restaurants, activities [and] local guides to complete the experience that a growing number of today’s travelers expect.”   C&IT

Alex Patriquin is the founder and CEO of Circa. He has more than a decade of executive-level marketing experience at leading technology companies, such as HubSpot and Squarespace. Prior to founding Circa, Patriquin was director of marketing at the EdTech platform Versal, where he led digital marketing and events. Patriquin grew up outside of Boston, working at his family’s business, which has been continuously owned and operated by women since 1945. He holds a B.A. from George Washington University in American History and Literature and an MBA from Cornell University.

The pandemic propelled the marketing and sales events into chaos — ushering in the emergence of virtual and hybrid events. The game has changed and created a new equation for event marketers to solve: How do their company’s events stand out amid the disruption and generate ROI? With no template and rapidly shifting conditions, there’s a critical need for marketers and sales teams to overhaul their event operations to meet key performance indicators (KPI) by measuring ROI amid the changing event landscape. Companies are now rethinking their entire event process— from planning and execution to post-event metrics, and event marketers need more advanced insight into outcomes.

Before the 2020 shake-up, teams had to collaborate after an event to determine the ROI with often only a handful of unstructured insights to try to determine whether it was worth the investment. Right now, with incomplete data and 18-plus months of lost patterning from prior events due to the pandemic, these calls are increasingly best guesses.

Gathering data is a critical part of hosting events, and it’s the single most challenging part of tracking ROI. Data generated from events often slips through the cracks in the hustle and bustle of live, offline interactions. Key information flies through the fast-paced streams of offline, face-to-face events, and unrecorded meetings. But, when captured, extrapolated data can measure success and inform tactical decision-making, allowing leaders to have crucial visibility into what is working.

Interpreting event analytics to help with decision making and post-event reporting starts with a platform that collects data at every corner and connects into existing customer relationship management (CRM). With data collection ingrained, and the ability to capture and aggregate event data in real-time, marketers create a map toward ROI. Today’s events need to be re-created from the ground up and measured at every point to boil up the value — and it starts with gathering data that, so far, has required inefficient manual tracking.

 Virtual and Hybrid Means More to Measure

A recent survey of more than 1,500 event professionals found that 90% plan to use a digital event strategy even after in-person marketing events become popular again. But, with in-person, virtual and hybrid events, how will marketers know how to balance the mix or what is delivering the greatest returns?

While virtual events existed before 2020, they were usually contained to webinars and pre-recorded panel interviews. Fast forward to 2021, and virtual events have become the new norm with expansive and engaging virtual conferences and networking events. As marketers move into 2022, the equation is going to rebalance once again. Without objective metrics in place, many marketers will have to do their best to make strategic guesses on the initial best mix in the new year. By proactively leveraging a marketing platform designed to measure ROI from the beginning, marketers can immediately evaluate the best pipeline-winning event mixes — and course-correct early.

 The First Step: Event Goals and KPIs

Before getting into the event’s logistics, event and field marketers first need to determine their goals, KPIs and ROI for each type of event. Once marketers have determined the initial mix of event formats, the next focus is ensuring that events are aligned with their goals to reach ROI. How many leads does the event need to generate to succeed in line with the marketing plan? What is the number of upsells that align with sales objectives? What numbers does the program need in top of funnel to have the right outcome at the bottom of the funnel?

Once those have been defined, it’s time to ensure they can measure the data. Data collection should span integrating a badge scanner at a conference with the company’s CRM platform or utilizing an integrated virtual event meeting solution that measures event engagement in real-time.

Data tracking must enable event marketers to be completely present during an event and able to pay attention to their other tasks, such as engaging with leads, running the webinar or executing the event behind the scenes, without insights being lost. Event and field marketers require a platform that tracks, and feeds information back into their existing CRMs and pipeline measurement platforms without heavy manual data entry between platforms.

To that end, marketers need to ensure their teams, and everyone involved in the event’s execution and data tracking, understand how to capture key unstructured data and when to use the tools mentioned above. This can be accomplished by sharing the event KPIs and creating customizable event briefs that automatically collect and store event information. Whether the data collection is for virtual, in-person or hybrid events, the platform should fully integrate with the team’s event marketing initiatives and comprehensive marketing strategies. This means the event data platform should also integrate into marketers’ existing tech stack, including Salesforce, Slack and Okta — seamlessly connecting the events channel to platforms leveraged for pipeline development.

Track and Measure

Marketers can measure their event’s ROI by defining their KPIs based on sales conversion. The solution will combine the objectives and KPIs established before the event with the post-event data to estimate if the event met the set goals and generated a return on the team’s investment. This can include tracking the sales won on-site, leads from check-ins, survey results, social media mentions and impressions.

The data allows field and event marketers to draw smarter conclusions. For example, if the data shows that 48% of registrations were secured through email and 18% through social media, expanding the email database may be more efficient than throwing more dollars and effort toward social strategies. To truly track event ROI, event data needs to sync with records systems, like CRM or point of sale (POS) systems, so that marketers can measure and analyze opportunities created and closed downstream.

 Optimize

By capturing data and evaluating pipeline equations post-event — marketers can gain insights into what events produce the most productive leads that convert to sales. Are marketers driving existing top-of-funnel leads to the bottom of the funnel? Are they increasing pipeline depth, and by what factor through events versus traditional demand generation? And what is the interplay between demand generation and event registration?

A robust data profile allows event marketers to do more of what is working and invest less into lower returns. By leveraging a robust tech platform, companies can optimize the data garnered from events by connecting the analytics from the event’s registration, event briefs, CRM and calendars, and infusing it into one hub. The leads will be put into the system to track their journey through the pipeline, run campaigns and build an effective sales funnel — leaving time for marketers to follow the data to ROI presented by the platform and find their mix of what works for sales.

While COVID caused significant disruptions for the industry, having the right technology in place and the ability to utilize critical data analytics opens the door for companies to host and sponsor events while tracking their success for better decision-making. In 2022, as events reflect a mixture of virtual and in-person offerings, marketers need to build back their strategic and tactical approaches systematically, with data that enables them to drive KPIs and sales. C&IT

 

Zain Jaffer is a tech entrepreneur, and the founder and CEO of Zain Ventures, an investment firm with more than $100 million in assets under management. Zain Ventures invests in a variety of initiatives, including commercial real estate, technology start-ups and private equity. Visit zain-ventures.com.

There’s been no shortage of important conversations during the last year of crisis management. Managing diminished revenue, safety concerns, talent turnover, supply chain shortages and the emotional effects of a global pandemic, stakeholders were faced with important decisions. Founders and owners found themselves engaging with their teams on complicated issues. At times, industry leaders had to put their minds together regarding the best survival strategy and the next direction forward. And due to the physical restrictions, all of those conversations had to take place at a distance.

Among their many lessons, the corporate world has learned that important matters can be handled in the digital realm. Deals can close, decisions can be made, speakers can be heard and conference-style networking can still be managed across the wires. And while that learning certainly doesn’t negate the need for face-to-face meetings, corporate travel and in-person conferences, it does mean that the value proposition of our in-person events have shifted.

As the continued vaccine rollout lessens the pandemic pressures, organizers, planners and business leaders are negotiating their return to in-person activities. The value proposition of the post-pandemic gathering is in need of redefinition. To lose our in-person gatherings altogether would be a loss of almost unimaginable proportions. But a return to pre-pandemic operations will no longer be enough to justify the travel, the accommodations, the event spend and the need to dust off that suit jacket at the back of the closet. The new normal of meetings and conferences offers something different than we’re used to, and smart technology is at its core.

The Dawn of Smart Solutions

In the early months of the pandemic, the powers of smart technology went primarily toward ensuring the virtual experience offered meeting and conference attendees adequate access to engagement and participation. On the backbone of video conferencing, planners and organizers slowly integrated breakout rooms, and organized Q&As and compelling visual presentations.

And as we look toward a hybrid arrangement for post-COVID meetings and conferences, the enhanced virtual engagement will no doubt be a crucial area of integration. For large-scale conferences, filming and production could become an area of differentiation, and it might not be uncommon for an entire production team to focus solely on the quality of the virtual experience, just as organizers would devote a team to producing the live event. Further, teams might invest in integrated conferencing platforms that are better able to distribute the virtual experience to a wider audience, with archived lectures, engaging networking capacities and ample opportunities for participation.

Similarly, post-COVID meetings will be influenced by the demand for hybrid access. The most important priority for employers and organizers will be to ensure that remote employees feel as involved and present as their in-person counterparts. Never before have virtual conferencing technologies had higher standards for performance; a video lag, a lost file or a platform that’s hard to navigate will take a significant toll on the experience on both ends.

When consulting firm McKinsey & Co. conducted a 2017 survey, almost half of the surveyed executives reported prioritizing cost savings in their digital strategies. Now, 67% of executives said investing more in their digital-related capital expenditure was one of the ways they remained competitive through the pandemic, and only 10% are looking to cut costs with their communications technology. Priorities and needs have shifted; seamless file sharing, clear audio and uninterrupted video conferencing is the hallmark of a successful hybrid meeting.

 VR and AR in an After-COVID World

Just as communications technologies are making it easier to offer the meetings and conferences experiences at scale, artificial and virtual reality technologies are offering professionals and attendees a reason to return. As the cost of mixed reality technologies becomes exponentially more affordable, technologically enabled experiences are becoming more central to a conference’s offerings. Vendors, speakers or representatives are integrating VR viewings at their booth as a way to communicate with, teach or exemplify their offerings to conference attendees.

A medical convention could offer a real-life training experience by professionals in the field. A real estate conference could offer immersive virtual tours of choice properties on the market. Travel representatives could transport attendees straight to the accommodations they’re offering, giving them a realer-than-real tour of the landmarks in the area. These are more than strategies of engagement; VR capabilities are extending the limits of our ability to communicate, demonstrate, teach, connect and, when needed, convince.

Even though VR hardware is more affordable than ever, the medium still lends itself to one-on-one experiences—perfect for a booth browsing conference, but hard to offer an audience at scale. Artificial reality, on the other hand, is VR’s natural complement. AR technologies are designed to offer technologically sophisticated experiences at scale. Conference flyers can be scanned to an integrated app that allows attendees to navigate, interact and engage with virtual experiences throughout their attendance. Business cards with AR components can scan to open a video or connect people directly through a networking platform. Booth-browsers can interact with 3D renderings of products or tools, speakers can lead audiences through guided virtual scavenger hunts, and attendees can have a more sophisticated, more contact-free method for self-led conference navigation.

It goes without saying that advancements such as these come with new needs. Organizers, planners and event leaders have seen a universal need for broadband access through the duration of the pandemic. Companies and employers have had to allot real capital into cybersecurity, protecting the increased amount of attendee data that comes in through a digitally connected experience. But with those boxes checked, the technological response to pandemic-era restrictions is changing conferences and meetings for the better. The attendee standard has increased, and we’ll soon be able to reap the benefits of better tech-enabled experiences. The most important point of focus is offering an equitable experience between on-screen and in-person attendees. From there, the powers of affordable AR and VR technologies remove all limits; with technology at their core, the long-term future of post-COVID meetings and conferences has many more surprises in store. C&IT

 

Few industries have been as impacted by the COVID-19 pandemic as travel and tourism, meetings and conferences. But in some ways, meeting planners may have been better prepared than some industries to roll with last year’s succession of lockdowns interspersed with spikes of optimism.

“Contingency planning is nothing new for meeting planners,” suggests Marla J. Everett, CMP, CMM, CITP, director, consulting solutions, Event Travel Management. “We have to be the most Type B/Type A people on the planet. [Typically], we’re going to have everything buttoned up, thought-through, with a plan, an agenda and a schedule. But nothing ever goes as planned — there is always something, and you just never know what it’s going to be. You have to be able to think on your feet and go with the flow for whatever starts to pop up.”

Over the last few months, meeting planners have found ways to embrace the new pandemic normal — a landscape of shifting sands and foggy horizons — while reflecting on the lessons learned through this epic crisis.

Everett says her No. 1 path to success has been learning to leave room so that she and her staff are able to react, and not be stretched so far that everything has to go exactly as planned. “Like in an emergency room,” she says, “there’s the triage that happens in the very beginning, to take care of whatever needs to be taken care of first, then long-term recovery planning, and knowing when to move from one to the next. Otherwise you’re kind of stuck in the emergency planning mode.” Successful meeting planners are carefully attuned to details, but must also possess an easy-going attitude — that Type A/B dance. “If you’re so uptight that it has to go exactly as planned, it’s not going to, and the recovery is going to be that much harder.”

A Test Like No Other

Still, the COVID-19 pandemic has tested the meeting planner sector like no other previous event. Catherine Chaulet, president and CEO, Global DMC Partners, says the length and the scope of this crisis has been its defining element. “We have had others — 9/11, SARS, the financial crisis — but none of those were as long in time and involved the entire world in such a dramatic way,” Chaulet says. “Tourism, [and] the meetings and incentives industry were all at a complete halt for such a long time. That was unparalleled. It required a set of skills to maneuver this crisis, and we’re still not out of the woods.”

The scale of the crisis made things much more difficult than previous incidents. “Typically, we are used to dealing with a crisis in a specific destination or within an industry,” says Sarah Haines, CIS, vice president, event management, ITA Group. “This most recent crisis impacted all industries, all in-person event types, and all geographies. At ITA Group, we always work with our clients to ensure we are mitigating risk within their programs. We evaluate risk and have mitigation strategies in place for the destination, venues, and health and safety of our participants. The pandemic required us to act on those plans for almost all of our scheduled events.”

Adam Tillotson, senior event consultant with Prestige Global Meeting Source, says severity has been a defining element of the pandemic. “When we look at the 2008-09 economic crisis, hotels in particular had the ability to have different revenue streams,” Tillotson says. “Business travel, airline crews, leisure, groups — the economy may have been slowed or halted, but there were still entities that had money. In the pandemic, everything stopped. Most people weren’t prepared — the faucet just turned off.”

An Emotional Whirlwind

Adding to the crisis has been the emotional impact the pandemic has had on many. “Fear has been the biggest and probably cruelest part of this crisis,” Chaulet says. “If you remember at the beginning — the numbers were going up, there was no direction, no vaccine; nothing. Managing the angst of this crisis and not knowing or even having an idea of when there would be some kind of treatment, that was the most painful part. Very close to it is seeing so many of our clients and some of our partners simply not survive, financially or business-wise. Not to mention, we have lost some clients and partners to COVID — that has been very, very difficult. Morale has been very impacted.”

Chaulet adds that she saw communications with clients and partners become more essential than ever during the pandemic. “Being extremely connected, organizing hundreds of webinars was, for us, so critical. We would keep in touch with everyone and hopefully help as many as possible,” Chaulet says. Extending assistance and expertise was another way to keep the lines of communication open with clients who weren’t planning events. “They wouldn’t need DMCs in the same way, but were needing other types of services. So we actually changed and increased some of the services we offered to better help some of the clients. And, at the same time, we helped DMCs also evolve and be able to offer services that they were not very strong at — such as virtual activities, shipping and tipping at a large scale. All of this was created to some extent as a result of COVID. As painful as this crisis has been, it has also proven to us how flexibility, and the ability to react and switch the model, is essential to success.”

Tillotson says internal communications with his team have also been vital. He and another Prestige employee started a Friday show broadcast on LinkedIn, to summarize what was happening in the industry each week. “Things were changing so quickly,” Tillotson says. “We were able to stay researched and up to date. One of the things that I implore with our team is, stay researched. There’s a lot that’s changing every single day, every week. Regulations aren’t state by state — they can be city by city. As event professionals and consultants, it’s our job to be aware of these things and help risk manage for our meeting owners. We need to set them up for success.”

Communication is Key

And as the meetings industry starts to chart a course for the future, the need for a dedicated communications strategy continues, says Vivian Marinelli, Psy.D., senior director, crisis management services at FEI Behavioral Health. “I hate to use the word ‘survey,’ but you really need to know: How do people feel about meeting in person?” Marinelli asks. “What’s going to give them that level of security that it’s OK to do this? Anything that can give more reassurance that ‘We’ve looked at how to make this safe for everyone.’ Make sure you can put all those pieces together for the attendees, whether it’s a board meeting or a conference.”

Marinelli continues: “Think about who might be coming to your meeting, where they’re coming from, look at public health stats in those locations, have people tested when they get there, take temperatures.” But while safety is a top-most concern for meeting planners, communications also need to stress personal responsibility. “Remind everyone of their personal accountability. You need to take care of yourself; remind them of things they might need to pack.”

While the bigger hotel companies and convention centers have removed a lot of the uncertainty around safety standards, Tillotson notes corporate clients are still going to want to remove as much liability as possible. “Corporations are much more at risk bringing people together,” Tillotson says. “There’s still a fair amount of uncertainty. It’s very different if you’re an association or a leisure traveler, because the risk is your own. So, absolutely, [for corporate events], we’re going to be doing COVID testing on arrival, full masks the entire time; 6-foot separation. And as we start to allow international folks to attend meetings, those metrics will still be in place in 2022, because the world isn’t vaccinated yet. Fortunately, there are really smart event planners that are setting up great alternatives and operations to help people feel comfortable.”

One thing most meeting planners agree on: It’s not going to be business as usual. They’re not referring to masks or social distancing, or whether the buffet line is a thing of the past. Instead, purpose is going to be a driving force for gatherings in the future. “In hindsight, I don’t know of another time in human history where we just stopped what we were doing to take a pause and reflect — ‘Why are we doing things this way?’” Tillotson asks. “As meetings come more and more onboard, we’ll start to see people reflect upon what they want out of a gathering in a different way. The things that we may have been used to — show up, welcome reception, alcohol, food, go to sleep, full day of meetings, drinks at night, go home the next morning — I don’t know if that’s going to be the mainstay anymore.”

Chaulet says virtual events are definitely here to stay, though not at the same level as this past year. “There is Zoom fatigue and there are some limitations,” Chaulet says. “But we do have clients that, with the immense cost savings they were able to gather from doing more virtual meetings, they are now mandating that X% of their meetings and events stay virtual. We’re seeing some hybrid events, but there are real concerns around costs.”

A New Way of Thinking

Everett notes that the pandemic forced her company and clients to collectively change the mindset as to what was happening. “It was this continual morphing of, what are meetings going to look like? Rather than focusing so much on rebooking the meeting, it was really about getting into the purpose — why were you going to meet in the first place, what did you need to accomplish, and then, how do we still accomplish this?”

Everett continues: “We’ve also found we’re not limited. [In the past], you either came to the event or you didn’t. Now, there are some entry points for people to be able to participate, where they can attend partially in person — they come for a day and catch a few sessions virtually, or if you’ve got a hybrid event, you’ve got people who might attend virtually altogether.”

Different mixes of synchronous and asynchronous content are being evaluated, according to Everett, to narrow the length of time that attendees are physically together. Further: Must the in-person and virtual experiences be equivalent, or should the in-person experience provide added value to those who have invested time and expense to attend, potentially giving virtual attendees a reason to come in person next time?

“People are trying to find that balance,” Everett adds. “When you’re in a pandemic where somebody might not attend because they don’t feel safe, that might be a reason to make it the same. But, I think moving forward, you will see strategies to differentiate the way the audience is engaging matches the way that you’re meeting their level of engagement. It’s about the total engagement of the message that you’re trying to give.”

Tillotson says attendees may expect something more interactive in the months and years to come. “For people that haven’t been traveling, I want to feel like I’m in that city,” Tillotson says. “If I’m in Palm Springs, I want to feel like I’m in Palm Springs. Send me outside — I want to take a look at the area. That’s what people desire these days. Rather than going to a city center and staying in a Marriott that looks like it could be in any city and doing the same kind of motions we’ve always done, take me to someplace cool. If you take me to Nashville, I want to feel like I’m in Nashville. I want to get some hot chicken and listen to live music.”

Charting a course to the future means acknowledging not just the lessons learned, but silver linings of the past year. “The PPP loans helped us,” Chaulet says. “We were lucky to be in a country that offered that type of support. Even though it wasn’t enough, it was definitely a little bit of oxygen that we needed.” Chaulet also notes the ability for the U.S. to get vaccinated, and to start meetings and events again, has far surpassed what is seen in other countries. “You really see the extraordinary strength of the U.S. economy when [the response] is well organized. It can go big faster here than any other country. Meeting planners drive so much of it, and for economists, meeting planners are one of the best indicators for the economy getting better.”

Looking Ahead

Chaulet says, for the next year, her meetings will be largely focused on North America. “Very local to local — meaning U.S. traveling within the U.S., and to the Caribbean and Central America,” she says. “The second part of 2022, suddenly you see much more of the world opening; Europe is back, Asia is back.” The opening of international markets, especially Canada, cannot come soon enough for many meeting planners. “Right now, a lot of our meeting planners are struggling to find space in the U.S., so people are eager for Canada to open — they need more options.”

Demand is largely focused on places that can provide outdoor space, according to Chaulet, including Arizona, Texas and Denver. “Always Florida and Las Vegas — again, because of the space and how easy it is to organize a conference,” Chaulet adds. “And Southern California is hot, hot, hot.” Costa Rica, Mexico and the Caribbean have also been in high demand for Chaulet.

Tillotson cites Los Cabos as a destination that has not only been managing the pandemic well but has also been open to meetings. “Los Cabos exists for tourism,” Tillotson says. “Outside of a flutter of agriculture, there aren’t other industries that can support the destination. They figured out pretty quickly, if all of us don’t get this right, the one weak link in the chain will ruin it for everyone. So, restaurants, tour operators, resorts — every part of that ecosystem depends on everyone being a part of that community — and they came up with a game plan. They struck this beautiful balance and they’ve done an exemplary job of keeping it together, providing a great experience in trying times.”

Haines points to a less-expected option for meeting planners. “Cruises are slow to come back,” Haines says. “But cruise lines have put in place all sorts of protocols, and when you think about creating a travel bubble, you could charter a cruise ship. I wouldn’t be surprised that now that the CDC is lifting some of their restrictions, and they are coming back in to U.S. ports, that some of those options start to open up for groups.”

One thing meeting planners are consistent on: the value of relationships in a crisis. “Relationships matter,” Haines says. “The pandemic highlighted how imperative it is to align with partners who understand your business and the goals of your event, but in addition, are focused on growing the relationship.”

Chaulet says the strength of her company’s relationships — with clients, partners and the industry at large — was her biggest lesson learned from COVID. “We knew we were very strongly connected, but we experienced it firsthand during this crisis,” Chaulet says. “Those relationships you’ve built over the years, that hopefully you’ve kept in touch with and you’ve supported — work with them, help them help you. We’re all coming out of it, and a lot of our clients are frightened. Trust the vendors and companies that have been present; that have been strong during this crisis, because if they survived, you will continue to build great meetings and incentives, and shine in your job by relying on people that you can fundamentally trust. Count on your relationships.”   C&IT