Don’t pack the agenda too tightly. Build in a little extra time — 10-15 minutes per session — to have some flexibility to manage changes. Photo via DepositPhotos.com

Before the COVID-19 pandemic, there were the usual last-minute meeting changes that boosted planner stress levels. Examples include everything from a corporation’s quarterly sales soaring and executives deciding to plan a surprise incentive trip on short notice, to a company president scheduled to give a short speech, but changes plans on-site to include visual aids, and the meeting space isn’t set up for A/V.

Traditional last-minute changes are maddening for even veteran planners. Late changes in individual meetings were routine for planners until they were suddenly forced to cope with changes in nearly every event due to COVID-19, which took the industry from thriving to a complete shutdown. “The toughest last-minute changes to deal with are the ones that are completely out of control of the client, planner and host location,” says Katherine Stokoe, manager of meetings and events at Paragon Events. “In today’s climate, the focus is on force majeure changes such as COVID-19. The pandemic sparked a wave of last-minute changes, postponements, cancellations and contingency plans to immediately go into action.”

Stokoe offers this advice to fellow planners: “During these changes, the most important thing to recognize is that the situation was clearly unknown and unimaginable but, as meeting professionals, it is our responsibility to remain calm, stay informed and continue to take a proactive approach.”

Expect a Rebound

Planners expect face-to-face meetings to eventually rebound strongly, as it has from past industry upheavals, including the SARS and MERS viruses, 9/11 and the recession of 2008.

But it’s different this time. “Every planner knows that something unexpected is going to happen with their meetings,” says DeShawn Wynn, CMP-HC, chief meeting architect at Wynning Touch Event Design. “You can never fully prepare for changes. But COVID-19 is so far from what anyone in this industry has experienced. This is totally new territory.”

The coronavirus caused last-minute and ongoing changes in every area of every type of meeting. “The coronavirus has brought many challenges — the most critical being the decision whether to go forward with a program in 2020 or wait and reschedule for 2021,” says Mary Beth Jenson, CMP, CMM, strategic meetings manager at Travel and Transport Inc. The uncertainty is a tough issue for planners. “Since the outcome and end to the spread is unknown, the decision-making is difficult,” Jenson says. “Most companies have been taking the safest route, which is postponing or canceling altogether, although air travel had been booked, deposits were re-made for vendors and schedules were disrupted.”

A New Thought Process

According to Jenson, the pandemic may change the way planners think about preparing for future widespread last-minute changes. “This has certainly opened the thinking around meetings and events to new depths, as now we need to be aware of what if this happens again; not necessarily with a pandemic, but another type of black swan event that is totally new with no historical data to guide decisions,” she says. There is little planners can do to plan for, or anticipate, worldwide catastrophes such as pandemics. However, planners can prepare now to have strategies to prevent and mitigate “routine” pre-pandemic, last-minute changes when meetings rebound. Making even basic late revisions can be a daunting task during the best of times, especially for large meetings close to start dates.

The most successful last-minute changes have little or no impact on attendee experiences and meetings. Teri Abram, president of Plano, Texas-based EventLink International Inc., offers an example involving a corporate meeting in Miami. “Two weeks prior to the event, we were asked to decrease the budget by $100,000 due to internal budget changes,” Abram says. “So, we immediately went to work on analyzing each budget line item to see where we could reduce. Luckily,” Abram continues, “the hotel had not placed food orders so we were able to do things such as eliminate food at breaks, and changing or rearranging menus.”

Abram looked at each A/V line item to see where equipment might not necessarily be needed or where she could use the same equipment for multiple purposes. Abram also looked at internet and bandwidth use to reduce costs. In addition, she asked vendor partners to examine areas where they could cut costs without sacrificing quality and attendee experiences. “We were very pleased that the hotel and our vendor partners worked right along with us to reduce costs and we succeeded in our goal,” Abram says. “The client was overjoyed and talked about how we can help them next year.”

Some relatively common last-minute changes are tougher to deal with than others. “There are two scenarios that readily come to mind that are the toughest last-minute meeting changes,” says Greg Jenkins, a partner at Bravo Productions, an event planning and production company. “The first is when the senior VP or CEO prefers to keep everything breezy-casual so changes can be made. But, as we know, concrete plans are essential to pull off a seamless meeting experience.”

The second scenario, Jenkins continues, is when months of planning have taken place and everyone on the production team is on the same page, but a senior VP moves the goalposts and decides to make impromptu changes on the spot. “Some changes can easily be made,” Jenkins says, “but others provide challenges that can easily lead to pandemonium and chaos.” An example includes changing a presentation’s order of slides and cues on-site when the script and PowerPoint are already set. Jenkins has handled such situations by immediately addressing the following questions: Will the A/V team have the new changes? Are the production managers aware of the changes? How does this impact the overall show? Can the changes be done within a reasonable amount of time for review prior to meeting start time?

A New Venue, A Big Problem

Linda Nelson, CMP, owner of To Plan Ahead, an event management company, says the toughest of all late revisions are last-minute venue changes. “I was working with a corporate client to manage a meeting in Vienna, Austria, for approximately 100 people when it became essential for us to relocate to another venue,” she says. “It was only three weeks away from the start date, so there was so much to do within a tight time frame.” Nelson continues, “For instance, we had to research and contract with a new venue, contract with new caterers and the A/V company, etc. while creating new marketing materials and notifying participants about the changes. We pulled it off without a hitch, but it was very anxious and stressful, wondering if we would have enough time and resources to achieve everything.”

Experienced planners offer the following advice for mitigating last-minute changes:

• Designate a small team to identify and troubleshoot late changes. Empower the team to act fast and be effective.

• Have back-up emergency contacts for dependable vendors and other partners who can deliver during a time crunch. Discuss with the contacts their approaches and resources for dealing with late changes.

• Don’t pack the agenda too tightly. Build in a little extra time — 10-15 minutes per session — to have some flexibility to manage changes. Events rarely run on time. Having to make sudden changes to an overloaded agenda worsens potential problems.

• Have corporate clients set the final deadline for rooming lists a few days before they are really needed. Advise attendees that, after the deadline, they must cancel with the hotel. This reduces last-minute planner headaches, since there are always cancellations.

• When using a speakers bureau, include a contract clause for replacing major-program speakers and entertainers. Have speakers arrive two days before their presentations.

• Include extra funds in the budget to help with the cost of late changes, which can be expensive, especially in high-demand destinations.

According to Nelson, “I’m rather conservative when I’m creating the meeting budget, so I will build in a contingency factor to allow for unforeseen items or services. I also keep everyone notified on the status of expenditures.”

Stokoe says meeting budget cuts account for most of the last-minute changes her team resolves. That’s why, she says, “Our recommendation for budget planning always begins with including a 10% to 15% contingency amount for the unexpected, so the client is always seeing an approved budget with coverage for surprises.” She adds, “It’s important to provide weekly updates on the budget based on approved contracts, vendors and items purchased. From there, you can see how expenses are trending and not have any surprises close to the event or during post-meeting reviews.”

Jenkins agrees. He says, “Have a contingency plan and budget to handle last-minute changes.”

Stokoe suggests asking yourself the following key questions: “If you need to make a quick change, do you have dollars that you can devote to solve the problem? If you don’t, how do you fix it?”

Communicate Often

As stated, it’s very frustrating to planners to deal with stakeholders who sign off on meeting plans, and then request last-minute changes, as well as top executives who are not involved in planning but demand late revisions. To prevent such situations, planners advise meeting regularly with event stakeholders and executives to provide updates and get their buy-in. Nelson says it’s important to constantly manage expectations. “To avoid last-minute surprises, I ask many questions of stakeholders to determine what their expectations are and what message they want attendees to take home,” Nelson says. “I also have a basic checklist of items that I send to stakeholders. The list becomes part of my design plan, and it’s a fluid document that’s updated daily.”

Sometimes, despite a planner’s best efforts, stakeholders don’t communicate. “I worked with one client who refused to communicate regularly and so it was a total shock when, two weeks from the meeting, I found out we needed to have an additional meeting room for 70 people in a classroom format,” Nelson says. “Fortunately, the hotel was able to accommodate us, but we were lucky.”

Stokoe suggests planners “schedule weekly or bi-monthly calls with clients to ensure that they stay regularly updated on internal items that may spark last-minute changes. Communication is key to mitigating potential challenges.” Other suggestions include setting expectations once it’s clear that a change is needed; straightforwardly communicate the cost, time and logistics for making last-minute changes that will achieve meeting goals; create a checklist to track additional details of changes, as thoroughness increases the odds of successfully making last-minute changes.

Having limited time makes it even more important to define the meeting’s goal and focus on must-haves. Jenkins advises: “Figure out what needs to happen immediately and what can happen later.” For example, a planner might have to deal with one change that will have a domino effect and cause other changes. “Handle the first one and then address the others in order of importance.” Also, track last-minute changes by type, reason for occurrence and outcome; and identify areas most vulnerable to changes based on the type of meeting and its history. “Tracking the most frequent last-minute changes can help planners prepare for those that might arise,” Jenkins says, adding, “Historical records are always helpful.”

Stokoe agrees. “Tracking different types of last-minute changes is a best practice that we have in place during our post-event recap,” she says. “By including these cases in our final event analysis, it becomes part of future plans and allows for automated crisis management support.”

But planners should be careful about thinking that a pattern of last-minute changes for some corporate groups can apply to others.

Taiko drummers perform at an event after thunderstorms forced opening night activities planned outside to move inside. Photo Courtesy of Greg Jenkins

Handling Stress

Due largely to last-minute changes, a career in planning usually appears on lists of the top-10 most stressful professions, along with firefighting, police work and military service. Planners cite frequent last-minute changes as a primary reason for their high stress levels. Although planners are experts at handling stress, last-minute madness can push their anxiety to the limit. That’s why Wynn urges planners to call on their “special skills” to remain calm. “We are built to be able to make changes and decisions on the fly,” Wynn says. “Meetings are always stressful, but the most important quality of meeting planners is the ability to not allow stress to keep them from getting the job done.”

Jenkins agrees, suggesting that planners “stay calm and have adequate staff to help resolve any last-minute issues.” Also, he suggests planners hire seasoned professionals to serve as leads to help manage problems, get proper sleep, and stay hydrated and nourished, to provide the energy to get through crises.

Another important tip: maintain a sense of humor. Venting frustration with stakeholders or executives who dally or suddenly change plans can be counterproductive. “Be the beacon of continuity,” Stokoe says. “Our jobs are to always provide clear and concise communication and create a sense of calm.” She adds that planners can learn more about themselves and clients during the current crisis. “This is when you learn your clients’ personalities and your ability to be chameleon-like to support them while staying aware of surroundings and changes. This will allow you to show yourself as the expert.”

Eventually, pre-pandemic types of last-minute changes will once again become the norm, and that may be a welcome sign of industry normalcy. C&IT

Courtesy of Lori Chalk

Captivate: To hold the attention of someone by being extremely interesting, exciting, pleasant or attractive.

In terms of spaces created at meetings and conferences, it’s typically all of the above. Whether the goal of a gathering is to educate, cultivate positive company culture, celebrate successes, announce a significant organizational development or product, bond with colleagues, foster collaboration or stimulate results-oriented networking, the room matters.

How then do you create a space that grabs attendees’ attention and holds onto it? How do you design a space to inspire and motivate, or to support a company’s goals? What are the elements you need to incorporate and do those elements change depending on audience and content? Here’s what a team of experts had to say.

Ask Questions

The process begins not with answers but with questions. For what is the space being used? That’s the place to start says Tahira Endean, CMP, CED, DES, head of events at SITE Global and author of “Intentional Event Design, Our Professional Opportunity.” “A general session with hundreds to thousands where the message is being delivered from the stage — one person to many attendees — may benefit from a large ballroom, large screen, chairs angled toward the speaker so the neck remains at a neutral position. The optimal setup is not necessarily theater-style facing straight front.”

In light of COVID-19 and the current recommendations for physical distancing, room design will have to adapt, and meetings in the near term will have fewer attendees because they must. As we return to more typical spacing, it is always about the intention of the event, and designing for this.

Depending on the specifics of a space, Endean says she plays around with furniture and setups, seating styles, use of technology or not, to support conversations and to meet specific learning objectives. “Is the content being presented or is it being participated in? Each style has different learning outcomes and opportunities,” she says. “You have to think about what you want people to take away from the event as they go back into their jobs and lives, and design for that.”

The event, hosting organization, venues, budgets and purpose are all factors planners should consider as well, Endean says. “Many organizations are happy to use the traditional style of floor plans — theater, classroom, banquet — that we’ve all used for years, while others will bring in lounge seating, swings or even Ferris wheels and festival swings. Imagine the focused and productive conversations you have when you’re in a small space or floating above the ground and don’t want to look down; there’s eye contact and deep attention paid to your partners in dialogue. Now, that’s productive. There is no one standard.”

The right lighting and seating are key. But Endean says they have to work with other elements as well. “Consider the light levels. Will you have natural or artificial set at a level suited to the activity? Think about the seating and how it functions for the particular activity planned. Lounge furniture is nice, but not suitable for every type of small-group conversation and, if you want any interaction at all, theater-style makes it very tough. If you want people to get up and talk to each other, it’s important to leave good aisle space.”

Successful room designs aren’t created in a vacuum. “Start with floorplans and share these with presenters. Talk about what you want to achieve and make sure it works with any planned presentation technology,” Endean advises. “A great event designer will take the time to talk to presenters about how they can, together, provide the best learning and highest engagement through the combination of environment, content and presentation style, and play to the highest-common denominator.”

“Next, share your design with venue staff, who can tell you not only whether it meets fire code but whether it can be done with their existing furniture or by partnering with a local rental company. It takes planning and communication to make it work, and often these dialogues will result in even better ideas for how to create a best-in-class conversation space,” she adds.

In addition, Endean notes, other elements of the event itself impact whether a design will work or not. “This is dictated by all of the other elements of the event, including sessions before and after or at the same time, the minimizing of room ‘flips’ and other logistical details.”

Traditional classroom- and theater-style room setups are a thing of the past as attendees expect spaces to be set up in the best way to deliver content. Courtesy of Sarah Michel

Consider Color and Sound

Color and sound are part of the design, too. “Every color has its purpose,” Endean says. “Blue inspires creativity and communication, yellow is optimistic, red is power and energy, green is calming. These can be brought in through lighting and accessories, such as linens and pillows. They can be interchanged by activity or event to create a natural flow through space and type of event, e.g. breakfast, keynote, breakout and dinner.

As for sound, Endean says you have to start with what’s available. “What are the floor, ceiling and wall surfaces? Will sound bounce or be absorbed? Are you using house sound or bringing in a provider, and do you need it only for a speaker or also videos, music and multiple presenters? Make sure the sound system with all the above needs accounted for works and is at a volume that makes sense. ‘Coffee-shop level’, 70 decibels, is often ideal for networking, for example, as it creates a buzz but still allows talking.”

You can also adjust sound for different people in the same space. “Even if you have a dance band, you don’t need to have speakers around the whole room,” Endean points out. “Let those who want to be in the music and movement do that, and leave quieter spaces for others by focusing audio speakers to specific zones.”

And what of different generations? Does design change for specific age groups? Endean doesn’t think so. “Comfort is comfort. Design for the purpose of the meeting. We now have five generations in any one workplace, or potentially attending your meeting or event, so narrowing it to one makes little sense,” she says. “If everyone is comfortable, you have the opportunity to create more open and engaging dialogue, and to learn from each other — at any age.”

There’s a lot to think about for sure, but where Endean thinks planners often go wrong in room design is wanting to make a space “cool”, which is a good thing, but without thinking through what will make all attendees comfortable and able to find a space within it that suits them. “Some people love stools, some like to stand, some prefer chairs at tables and some benches with easy exits as they move between spaces,” she says. “We need to think about social spaces that allow extroverts to shine and also spaces that allow introverts a few minutes to regroup or reflect as they simply don’t get all their energy from social interaction in the same way extroverts do.”

Lori Chalk, managing director of District Experience, a Global DMC Partner in Washington, D.C., says current trends around creating engaging, productive conference spaces include making them experiential, colorful and impactful, yet practical and effective for work stations, business and networking.

“Designers are using center stages or stages with runways, which is a great way for speakers to really get close to the audience and interact,” Chalk says. “They’re also designing spaces to feel more inviting by eliminating the standard theater- and classroom-style and instead using soft-seating furniture to make the space feel cozier and more intimate.”

Trends aside, the room has to be appropriate for the activity within it. “We believe in cohesiveness, so we like to design the event and space based on the theme and content of the meeting,” Chalk adds. “It’s important to ensure that the space is set up to support specific needs. For example, if a space is for education, designers must ensure that every attendee has sight lines, access to materials and the ability to ask questions. If a room is set up for networking, it should be conducive to mingling as well as offering quiet spaces for conversation.”

In terms of acoustics, Chalk advises, “Work with an experienced A/V partner who knows the venue well and can advise on certain space challenges to ensure that attendees can be fully immersed in the experience.”

The networking suite during a technology meeting at the Gaylord National Resort & Convention Center was remade to delight attendees.

Generational Differences

While Endean underscores the commonalities different generations share in terms of comfort at a conference, Chalk says there are differences in how generations look at getting content across. “Boomers traditionally focus more on how they plan to convey the message vs. millennials, who focus more on the entire experience, which includes the environment and how interactive the takeaway message will be.”

That’s not to say those approaches are mutually exclusive. As Endean notes, a space can be made comfortable and workable for all ages.

Like Endean, Chalk thinks color can be used to achieve specific effects. Yellow, she notes, may increase alertness, red and orange are associated with energy and excitement while purple is believed to have a calming effect. And, of course, white can make a small space feel larger. Lighting, décor, seating and linens all can be used to provide color, match themes, add a level of comfort, or infuse energy and excitement into a space.

There’s another critical element to successfully designing a space that “wows” and is practical, that’s engaging and supports meeting goals regardless of the specific limitations of a given room. It takes vision. It takes being flexible and the ability to visualize how a space can be transformed. “Without that skill set,” Chalk notes, “it’s difficult to successfully design a compelling space.”

There’s a lot of talk about moving away from traditional room setups. But they’ve worked for years, so why abandon them now? Sarah Michel, CSP, vice president of professional connexity with Velvet Chainsaw Consulting Group, has the answer to that. “The way you set up a room is the body language of your meeting,” she says. “Most traditional conference spaces are designed to get the maximum number of attendees in the room with no thought about the learning environment we have set for them. Traditional room setup communicates to attendees that they are to be passive and respectful; they should listen to the expert at the front of the room and sit quietly — often in the dark — and not speak.”

But, Michel continues, “If we value innovation and collaboration, and hold face-to-face meetings to facilitate those outcomes, then we have to change the traditional meeting space. Collaboration and innovation needs ‘we’ spaces, not ‘I’ spaces.” In that spirit, Michel points out that it’s also not a top-down final product. In fact, attendees themselves can be part of the design process. “We need lightweight furniture that’s easily moved around the room. We need multiple types of seating and tables,” she says. “We need to allow collaborative participants to transform the space themselves, moving things around. We need to allow them to create what they need for the experience they’re having at the moment.”

Like our other experts, Michel says the overarching goal is to design the space to facilitate the outcome you want. “If you want people to be interacting, networking and sharing ideas with each other, then you have to set the room for that behavior to happen. In other words, set the room for the behavior outcome you want from your attendees.”

Buck Tradition

Equally important, just as a traditional setup is no longer the ideal, the talking-head approach is no longer considered the best way to deliver content. “Think in terms of small group discussions,” Michel says. “How can you set a room, and your open spaces and lounges, for groups of four to six to meet up, gather and share? The speaker is no longer the smartest person in the room so you have to set a room to leverage the intellectual equity in the room so everyone leaves smarter.”

This approach isn’t just a new way for designers to look at creating the best spaces for delivering content, it’s also what attendees expect. Michel says we can thank TED Talks and TEDx events for that. “Today’s conference attendees are collectors of experiences. They have high expectations coming into a conference for innovation, participation and that “wow” factor,” she says. “They’re no longer willing to sit in the dark passively listening to an expert who’s talking at them, not with them.”

These types of experiences, Michel says, “are critical for bringing the profession together and making strategic leaps. Regardless of your budget, there are things you can do to assure your general sessions set the right tone for your conference.”

Her best advice for organizers is as simple as it is fundamental to successful event design. “Ask yourself what’s in the best interest of the attendee; never let the needs of your organization, the speaker or sponsor drive the design.” C&IT

Hailed as the world’s leading business strategist, award-winning professional speaker Scott Steinberg is among today’s best-known trends experts and futurists, and the bestselling author of “Think Like a Futurist”; “Make Change Work for You: 10 Ways to Future-Proof Yourself, Fearlessly Innovate, and Succeed Despite Uncertainty”; and “Millennial Marketing: Bridging the Generation Gap.” He is also the president and CEO of BIZDEV: The International Association for Business Development and Strategic Partnerships. His website is AKeynoteSpeaker.com

As today’s fastest-growing form of criminal activity, the numbers around cybercrime are staggering. Case in point: More than 480 new digital threats are released every minute, and nearly half of all organizations suffered data breaches or high-tech compromises in the last year alone. Incredibly, fueled by the rise of coronavirus-related concerns and the operating uncertainties that they’ve created, these virtual disruptions aren’t just expected to increase in size and frequency going forward. They’re also expected to cost leading organizations more than $5.2 trillion within the next two years — more than an entire world’s worth of fires, floods and other natural disasters combined.

Moreover, experts say these estimates are actually on the low side. According to the FBI, they understate the amount of cybercrime happening today because most digital disruptions go unreported, with actual totals potentially clocking in as much as 10 times higher. Even more striking, studies show it’s not even criminals or hackers operating from outside your networks who pose the greatest danger to your operations. Rather, the single-biggest threat to your business today is expected to come from trusted sources: Internal employees, inside operators at business partners, or other users who already enjoy an approved presence on your systems and networks.

So, how can business leaders hope to fight back and respond to threats more rapidly, let alone in an age where the number of high-tech interactions and amount of online exchanges that we’re being asked to protect is skyrocketing daily? The answer lies in adopting a simple philosophy I call Less-Than-Zero-Trust thinking — wherein it’s assumed that not only is the first rule of cyber security to trust no one, but to not even trust yourself. Likewise, it also lies in adopting a range of both low- and high-tech security practices and measures designed to help your organization, as well as its people and partners, become familiar with exercising better security habits, and gain greater visibility into and control over network interactions. In effect, the more you ingrain a mindset of healthy paranoia in your staff, and the more you use advanced high-tech tools to defend your systems by constantly scanning for and predicting cyberattacks before they strike, the better at defending your organization from digital threats you’ll be.

On the low-tech end, this means having to provide regular IT security training for every member of your staff, and grounding it in problem-solving exercises based on common real-world scenarios and newsworthy events. (Not to mention regularly refreshing this training every 3 to 6 months, and holding partners to the same standards.) It also means having to promote a culture of security in your business, in which users are skeptical of every request received — especially those that demand urgent attention, or warn of dire consequences — and take steps to verify these requests’, and senders’ validity through official channels. Likewise, greater security can be achieved here by tying multiple parties and layers of authentication to any financial transaction or user/system update of note. In effect, requiring two or more people to sign off on high-impact tasks allows you to minimize instances of human error, which is the single-biggest threat to high-tech security today. You can implement the best network security measures in the world, but all it often takes is just one phone call to con an innocent, unsuspecting employee into revealing compromising information.

On the high-tech side, implementing a less-than-zero-trust framework means regularly scanning all apps, systems, solutions and devices connected to the network to ensure compliance with corporate policy. Likewise, it also means regularly subjecting all to vulnerability and penetration testing, and routinely reviewing user access privileges to ensure that people only have access to features and systems they actually need to do their jobs. (In case a breach occurs, in which it helps to lock down these accounts and limit exposure.) But these steps alone won’t be enough to protect your business. You’ll also want to make a point to invest in artificially intelligent network cyber analytics tools, which use machine learning to scan networks, determine what passes for normal behavior or baseline activity, and report any anomalies. Using them not only can you automatically get a level of real-time insight into what’s happening on your system that’s hard for users to hide from or disguise, you also gain the benefit of putting a self-improving security solution to work for you that can spot potential worries in a fraction of the time that IT pros can — and that can immediately act to quarantine or stamp out intrusions at their source when spotted.

Of course, keeping a modern business safe from network and data breaches isn’t as simple as instituting training programs or installing even the most advanced software tools. Rather, it’s a wholistic process that requires your organization to promote a culture of security and growth at every level, and engage in a variety of routine activities designed to help you stay one step ahead of the digital curve. More than anything else, education and proactivity are key to mounting a winning defense here, as is encouraging employees to step forward and speak up when they’ve spotted something suspicious, or fallen prey to a scam. The more you and your teammates actively work together to stay on top of cyber threats, and the tricks criminals use to deploy them, the better off you’ll be. Likewise, the more you put technology to work on your side, the easier you’ll be able to rest knowing that someone’s looking over your virtual shoulder and has your back at every high-tech turn. C&IT

David A. Banmiller is author of “Turbulence: 50 Years on the Leading Edge of the Airline Industry”. He is also president of The Falcon Group Inc., an international consulting firm with offices in California and Ireland. He has held numerous leadership positions, including CEO of several airlines: Aloha, Sun Country, Pan Am, Golden Myanmar, as well as Air Lyon, an aviation services holding company; president and COO of Air Cal; executive vice president and COO of Air Jamaica; and vice president, International, for American Airlines.

The travel and tourism industry has managed its way through many crisis situations over the years, including the SARS epidemic, the aftermath of 9/11, volcanic eruptions, financial meltdowns, labor strife, erratic fuel costs and availability, quarantines, embargoes, regional conflicts and political instability, and aircraft groundings. The most recent Boeing missteps surrounding the new 737-800 MAX is an example of what can cause chaos and disrupt well planned conventions, family trips and the day-to-day business of commerce. One would be hard pressed to find a more vulnerable segment of the travel sector than those planning conventions, seminars, corporate events, symposiums, annual shareholder meetings and well-established annual conferences. All are big-ticket venues with advanced planning starting months, if not years, ahead of a scheduled event.

Given the severity of the current COVID-19 pandemic crisis, it might be helpful to consult with Nostradamus in order to hedge one’s bets on establishing dates, timelines, venues, air travel availability, speaker contracts and the myriad of other items on a travel planner’s checklist. Due to the famed seer’s silence on the subject, here is what we know at this point: Nothing. Well, almost nothing. Here are some forward-looking thoughts with which we might risk predicting travel planning for the rest of 2020 and into 2021.

What will airports and air travel look like? First, expect universal safety protocols to evolve, similar to how pre-departure security screening developed worldwide. It took many years and, most obviously, 9/11 to streamline the process such that all airports use almost identical methods to offer the traveling public a high level of security against the ever-present dangers of terrorism. The same will occur as airlines and airport authorities develop common-sense procedures to reduce the fear of contagion. Certainly, masks will be required for some time, even after vaccines are proven effective, temperature and blood tests will be routine, lines will be longer and flight-connecting times will be longer, as will turnarounds. It will take at least until 2023 for international travel demand and flight availability to return to pre-COVID levels.

Say goodbye to those wide-bodied Boeing 747s and Airbus A-380s, with their spacious interiors and opulent first class cabins. Look for more Boeing 787s and Airbus A-350s. Expect more point-to-point flights around the traditional hubs. As for first- and business-class fares, one should expect lower rates for a while — until demand strengthens, which it will, especially with passengers looking for more space than in a traditional coach setting. The middle seat will still exist for obvious economic reasons. The Boeing 737-800 MAX will be flying again by the end of 2020, which should improve airline economics and have a trickle-down effect on pricing.

Clearly, event and meeting planners are facing the most challenging and unpredictable of times. Traditional timelines have evaporated; the security of advanced deposits is being challenged; trip insurance will, of necessity, be part of any “event package”; venue choices for accommodations and meeting rooms will include guaranteed safety protocols to prevent COVID-19 exposure; and pricing competition will be very robust. Attendees will be asked to fill out health check questionnaires, and offer assurances that established virus prevention protocols are understood and followed. It will be even more important going forward that the meeting planners, attendees and their representatives are all on the same page regarding agendas, speaker arrangements, catering and menu choices, new housekeeping methods, updated audio and visual aids compatible with videoconferencing providers like Zoom, and the availability of leisure activities such as golf, tennis, local tours and their protocols. Those bidding for event business should be prepared to clearly define all virus-related protocols and have a point person for all COVID-related issues.

On the transportation side, airlines will more aggressively go after group business, offering attractive pricing, quality ground transportation, a help desk for attendees, and extremely limited restrictions as to schedule changes and last-minute cancellations. Having confidence in a flight schedule will be tough for the near term, as there are few assurances at the moment that city pairs, frequencies, and equipment types will resemble what travelers were used to in 2019 until at least 2022. Variables must now include city, state and federal restrictions, as well as country to country access. No doubt a planner’s risk exposure will be less in a domestic environment than a cross-border situation.

Perhaps the biggest challenge facing meeting planners, event coordinators, hotels, caterers, airlines and related support groups is projecting what the world will look like over the next several years. Since 2020 is in effect behind us and with a certain level of pent-up demand eager to reestablish those traditional annual events, scientific and pharmaceutical vaccine predictions, as well as testing, will find their way to the forefront of decision making. Travel & Tourism has a new partner, the scientific community, whose efforts to contain, control and, hopefully, eliminate the COVID-19 virus is literally “the point of the spear,” as it were, in predicting our future in this once-robust industry.

One final thought: We must all recognize and understand that while the future is even more unpredictable than the past, we as a community will always provide well-planned and successful meetings, and events, both large and small. Relying on past relationships and bound together by mutual trust, a dedication to providing quality events will “save the day.” Consider that “fear lies in the darkness, optimism shines in the daylight.” Spreading that feeling, communicating effectively and following the mantra of providing high-quality service within an industry which drives the economies of all countries will serve to ensure success. C&IT

Heidi Waterhouse is a developer advocate at LaunchDarkly. She is working in the intersection of risk, usability and happy deployments. Her passions include documentation, clear concepts and skirts with pockets. As a developer advocate, Heidi bridges the experiences of external and internal developers, and spends time listening, thinking and learning deeply about the business, and technical challenges, that face each group. Visit LaunchDarkly.com

It may not be long before we need to think about packing strategies, standing on physical stages, or managing after-party politics. That doesn’t mean that we don’t have some things to consider. If you are planning to attend an online conference, or have several more scheduled, here are some considerations for giving talks online.

Atmospheric

This category is about the world around the focus of your webcam. If you can use ethernet, do. If you can’t right now, work on getting that capability. Bandwidth is a problem similar to Wi-Fi problems, but if you’re sharing your internet with kids doing schoolwork or a partner who is also working, you may need to consider when to arrange any presentations or recordings so that you get the maximum possible bandwidth for upload.

Backups are what you have ready if everything goes wrong and you drop your coffee on the laptop 2 hours before your talk. It’s worthwhile to have thoughts about whether you can use a tablet in a pinch, or have a fallback webcam or mic.

Backdrop and lighting are really hard. People do pay attention to what you have behind you. You can use a physical backdrop, you can stage something in a pinch, you can use a virtual backdrop. Lighting your face so that your expressions are visible is key to making your presentations more engaging.

Promotions

We are all in charge of getting people to register or show up for our stream, or whatever you’re using to get eyeballs. Be an active part of the promotion. Tweet about it, post about it on LinkedIn, mention it to the friends in your non-work tech slack, send email to people who might be particularly interested in the topic. Whoever is running this event is counting on getting as many people as possible, and your network is part of that expectation.

A/V check

Use whatever software you are going to use on the day you broadcast/record. Be aware that sometimes different software gets “grabby” about your peripherals, so you may want to test out a routine of what you do to set up after a reboot. Call a friend or the conference organizer to do a dry run to make sure that all of your tech is working the way it’s supposed to, so you don’t have to worry about it.

Slides

The slides we design to be projected on a big screen are not quite what we need for something that may end up taking up a sixth of a screen. Here are some things to consider:

• You still need to have really big fonts, precisely because the slide window is sometimes tiny.

• Any text you put on will distract people into reading it. You must, must, must avoid wordy slides.

• We still need your Twitter handle or attribution, but it needs to be bigger than it was when we could count on a big screen.

• This is the perfect time to break out all those animated GIFS and videos that you maybe left out of in-person talks because you couldn’t control the A/V.

• You should still be pre-recording your demos though. For one thing, typing is super-audible and distracting through most microphones so, instead, record the demo as just a visual and provide the narrative as it plays.

• You’re not going to be able to hear people laugh, or gasp, or react. That means that you’re not going to know if a joke is going over OK or flopping. I think it’s fine to be a little funny, but if you, like me, have talks that are timed for laugh lines, that’s going to feel really awkward.

• The odds are good that anything you’re doing is being recorded. That is true of most conference talks already, but now it’s the meetups and the community sessions. So think really, really hard about whether what you say is going to be OK with the community and with the code of conduct. The only thing worse than embarrassing yourself or your company on stage is doing it on tape, which can get played forever.

• That said, it may be possible to ask your organizers to skip the recording for your talk if it’s sensitive or if you don’t want it on your permanent record. I’d just be careful about when and how, and why, you request that.

Practice

Just because you’re at home and standing in front of your own camera and wearing fuzzy pajama pants doesn’t mean that you get out of practicing. Run through the whole talk with your webcam recording. Then do whatever you need to do to get yourself in a place where you can watch it. You may know what you look like on stage, but you may not know what you look like when you’re on webcam.

Audience Eyes

It’s really easy and common to get locked in on watching yourself on camera watching yourself. That recursion is not very entertaining from the viewer side, but it’s hard to avoid. If I can, I turn off the window showing myself. I also have a small stuffed critter that sits on top of my webcam so I can make eye contact. Having something other than the screen to look at makes it easier to remember to deliver your talk, not watch yourself delivering your talk.

Emoting

Remember that you’re not on stage. You’re effectively arms-length away from the people you’re talking to. You can use the more subtle stuff — head tilts, finger movements, eyebrows.

Volume

Similarly, you don’t need to shout or project. Practice with the microphone until you can get it to be comfortable with your normal speaking voice to a little bit louder.

Scripts and Prompters

Some of my DevRel friends have taken to using their phones as teleprompters, or having a script up on the screen as they give their talk. Do whatever makes it possible for you to give the best talk possible, but do be mindful that people are probably “close” enough to track your eye movement, so keep the words big or the columns narrow so it doesn’t look like you’re scanning across your whole giant screen.

Pauses

It’s really easy to breathlessly rush through a webinar, because there’s no way to see the people in the audience looking confused or needing a breather to think. I wouldn’t advise you to talk slowly, but do remember to give people a moment or two to process what you’re saying, especially if it’s a major point.

After

After your talk is over, you still need to do some work. Send a thank-you email to the organizer, even if, or especially if it’s someone you work with. Putting these together is harder than it seems!

Find out where the recording will be and send out one last promotion to your network when it goes up.

Add the links to your professional profiles. Did you know you can add videos on Dev.TO now? This helps you and the organizers by increasing the traffic to the site. I don’t want you to be spammy about it, but a talk is only useful if anyone sees it.

Watch the video yourself, and take notes on what you want to do differently next time. I think it’s going to be quite a while before anyone stands behind a podium and faces a large audience, so this is our growing edge, our new skill to learn. C&IT

The new 550,000-sf CAESARS FORUM offers 300,000 sf of flexible event space, as well as a 100,000 sf outdoor plaza and two 110,000 sf pillar-less ballrooms.

While we don’t yet know how COVID-19 will affect 2020 convention numbers, one thing is certain: Nothing has stopped Las Vegas from moving forward. The Las Vegas Convention Center expansion, Elon Musk’s subterranean people-mover and the rise of the mega Resorts World Las Vegas and Circa Resort & Casino are on track. Caesars Entertainment, Wynn Las Vegas and MGM Grand Hotel & Casino have expansion plans as well.

Health and safety, however, are today’s priorities. “We’ve launched the citywide Vegas Smart campaign, encouraging visitors to enjoy the destination safely and responsibly,” says John Schreiber, CEM, vice president of business sales for the Las Vegas Convention and Visitors Authority (LVCVA). “Across the destination, enhanced guidelines for health, safety, cleaning and sanitization measures have been established, and you can find links to those individual health and safety plans on the Vegas Smart webpage. Additionally, at the Las Vegas Convention Center (LVCC), we’re taking steps to boost meeting planner and attendee confidence, including our commitment to pursuing GBAC STAR accreditation from the International Sanitary Supply Association (ISSA).”

Individual DMCs, hotels and venues have developed protocols, often working together, says Joshua Jones, DMCP, regional president at Hosts Global. “DMCs have always been risk mitigators for our clients. Today, this element of our business is more important than ever. We’re working with hotel and supplier partners across all our services to ensure that guests can meet with confidence.” Hotel partners, he adds, such as MGM Resorts International, Caesars Entertainment and Wynn Resorts have “really led the charge at developing plans and protocols to establish a confident meeting environment.”

Stephanie Glanzer, senior vice president and chief sales officer with MGM Resorts International, points to MGM’s Seven-Point Safety Plan, which planners can find at mgmresorts.com. “We’re highly focused on ensuring that safety is at the forefront of our planning,” she says. “We work closely with each group to evaluate creative options for their events, including enhanced technology and digital solutions, all while following government and medical guidelines.

Chandra Allison, senior vice president of sales at The Venetian Resort Las Vegas, says the new Venetian Clean Commitment includes more than 800 separate initiatives to enhance safety and minimize risk for meeting attendees. “Details include increased frequency of routine cleaning, requiring appropriate personal protective equipment for all guests and team members, and ongoing training and testing for team members. We’ve also aligned with Bureau Veritas, a nearly 200-year-old world leader in testing, inspection and certification. Bureau Veritas has developed the Safe Guard Hygiene Excellence and Safety Label to support operational activities at The Venetian. We know there’s value in live meetings and we eagerly welcome attendees to our resort.”

Jones points to a variety of Hosts Global programs and protocols aimed at creating not only a safe meeting experience, but one that delivers ROI, regardless of venue or platform. “These include meeting and exceeding sanitation and physical distancing requirements on-site; delivering communication plans with key information for attendees before they travel, while they’re here and once they return home, and planning for live, virtual and hybrid attendance scenarios.”

Beyond health and safety, the meeting experience for the near future will likely include virtual and hybrid options, and protocols must exist to meet those needs. Fortunately, Jones notes, many authentic Las Vegas experiences can be delivered virtually. Good bets include celebrity cooking demonstrations with top city chefs, mixology and craft cocktail courses ,and breakout sessions with prominent Vegas entertainment or guest speakers. And, he adds, “It’s important to deliver live experiences inclusive of virtual attendees in a manner that ensures all stakeholders receive ROI.”

Hosts Global has produced a booklet outlining actions and resources for future meetings and events, as well as a talk series with industry experts on how to execute meetings, and events, in a way that bolsters confidence with stakeholders and attendees. “Based on the overwhelming response, we’ve published the booklet and the #MeetWithConfidence talk series, and key takeaways for everyone to access anytime,” Jones says.

An Abundance of Activities

By all accounts, Las Vegas excels at providing a huge array of options for corporate groups to choose, an ever-expanding selection with something new always on tap. The coronavirus hasn’t changed that. “Most planners are familiar with the incredible experiences on the Strip,” Jones says. “They’re now starting to branch out and explore our transformed downtown scene. A few downtown experiences include foodie tours of our newest restaurants to experience delicious cuisine combined with handcrafted cocktails, our stage-worthy street performances and some of the best people-watching anywhere. But, we also have an incredible landscape around Las Vegas, including Lake Mead, Red Rock Canyon and Mt. Charleston. Outdoor activities include paddleboard yoga or watersports at Lake Mead, hiking or horseback riding in a stunning setting at Red Rock, or skiing or snowboarding at Mt. Charleston — and you can still get back to the city in time for plenty of fun and nightlife.”

Also on Jones’s list: an “Old West” adventure created for a group, an authentic contrast to the city’s neon-glitzy persona. He says, “It started with helicopter transport to an old mining town. Once there, participants enjoyed a high-end ‘cookout,’ rode ATVs through the desert, learned archery and axe-throwing, had a curated tour of the old mines, and created their own custom jeans and cowboy hats to take home.”

Dana Eckoff, CMP, a Denver-based senior surgical meetings planner for Alcon, also points to the city’s multitude of options as a core asset. She brought 350 attendees to a national service meeting in February. “Las Vegas offers so much in terms of options for team building, restaurants, entertainment. You can easily plan for many different needs, desires and personalities,” she says. “If you take advantage of all the entertainment the city offers, you can give attendees multiple choices. I came up with four or five activities, including Topgolf and a country-western show, and let attendees choose. That’s the beauty of Las Vegas.”

Eckoff’s group was based at Red Rock Casino Resort & Spa, a Station Casinos property. Alcon has also booked the hotel for January 2021. “We love the resort because it’s off the Strip. When we look at Las Vegas, we look at properties where the gaming is separate, yet still easy for attendees to access and enjoy in their free time,” Eckoff says. “All meeting space is on one floor, completely separate from the gaming. That’s a plus for our leadership; we don’t want to have to walk through gaming space to get to our meetings. All dining is also on one floor. It’s a very well-laid-out property and easy to navigate. And, at Red Rock, you immediately feel welcomed and comfortable.”

Although it’s off the Strip, Eckoff notes there’s a “beautiful outdoor shopping complex” as well as dining right across the street, and the area’s famous red rocks and hiking trails are nearby. The Strip is just 20 minutes away. “We booked motor coaches on two nights to go to shows on the Strip and it was easy.”

The February meeting didn’t utilize the LVCC, but Eckoff says when she has larger meetings, the center expansion and new people mover will be useful. “For this particular meeting, we like to be contained inside one hotel. For larger congresses, though, those things will make a difference. I’ve worked Las Vegas for years. With larger congresses, you’re typically spread thin with dinners in different restaurants and meetings in different hotels. One block along the Strip isn’t the same as one block in any other city with all of the going up and down escalators, etc. So people movers will definitely be an added benefit.”

Attendees can enjoy a helicopter tour over the Las Vegas Strip at sunset, one of hundreds of activities offered that appeal to any taste. Photo via LVCVA

Safety First

With all the COVID-19 issues, Eckoff says planning requires new things to focus on, including determining exactly what hotels, venues, airlines and transportation companies are doing in terms of cleanliness and safety, as well as new ways to set up meeting sessions and meal functions to allow for social distancing. It’s a different mindset, she says, but not necessarily harder. “I do have to think about things I didn’t think as hard about before. I’ve always been zoned in on making sure everything is clean, but now I have to be even more diligent. What’s harder, however, is trying to build a meeting that’s not just live, but hybrid. We can’t force people to come on-site. We have to accommodate everyone. So that’s harder — the content and the technology to make the meeting accessible both on-site and off-site. There are some new challenges,” she says, “but after doing this for 30-plus years, I’m excited about having to be more creative.”

It helps that Station Casinos is also laser focused on critical protocols. Staff COVID-19 testing, frequent cleaning of public spaces and high-contact surfaces, accessible hand-sanitizer stations and temperature screenings at all entry points have been instituted across all properties. Personal protective equipment is mandatory, as is physical distancing. Deanna Burgess, CMP, CEM, CRME, vice president of sales, says Station Casinos believes strongly in being upfront about options, and potential impacts on existing or future meetings.

“Our sales professionals are empowered to offer and provide solutions, including suggesting alternative dates, adjusting room or meeting space based on the current landscape, and building in contingency plans for future meetings. We pride ourselves on taking a consultative approach with planners during the entire process and openly discuss outside-the-box options around room sets, or utilization of our large variety of meeting spaces indoors and out. In addition to our extensive Health and Sanitation Guidelines, posted on our resort website under the ‘Play it Safe’ tab, we work closely with clients to share best practices to ensure that the safety and well-being of their guests and attendees are paramount.”

Gold’s Gym set its international annual convention at Red Rock Casino Resort & Spa last year, drawing 900 attendees. The company’s meeting is already booked there for next year. Bridget Sypolt, CMM, director of meetings and vendor relations, says of Las Vegas, “It is meetings. They do meetings seven days a week, 52 weeks a year. Other cities have peak seasons; Las Vegas stays busy year round. That means all of the vendors we work with have an incredible depth of experience, which only helps my meeting.”

About the city’s major expansion projects, she says, “It’s crazy to think it, but that will attract even more attendees. They keep building, which means more people can come to Las Vegas. The expansions will just go to improve the offerings Las Vegas has.” Among her favorite venues is the Neon Museum. “It’s a different type of venue but so Las Vegas,” she says. “It’s large and has unique space to allow for small or large groups. On a totally different scale is any activity in Red Rock Canyon. It’s so close and, when we take guests there for a hike, they get to see a very different part of the area.” For either place, she advises, “spend the money on a professional guide to ensure that all of your attendees hear the best stories and most accurate history.”

Sypolt calls Red Rock Resort a terrific venue. “It’s constantly updating and recently re-did the guest room soft goods. For my meeting, we could be completely contained within the hotel — sleeping rooms and meeting space.” Sypolt says it’s a positive that attendees don’t have to walk through the casino to access the meeting space. Additionally, she says, “the hotel has incredible food and beverage; the chefs are amazing. Even with a large group, they get the food just right.”

The meeting space is definitely a positive. “We love it,” Sypolt says. “We were the only group in-house, so we were able to take over. The only downside is that move-in is up to the 5th floor so you have to work with the hotel with their own deliveries, but everyone was very helpful.” As for COVID-19, Sypolt wants venues to give planners details. “Show us what’s standard. Do room sets always have hand sanitizer at every place or every door? Do you only set meeting rooms in socially distanced ways? What, if anything, will this cost us? If I previously had a meal with rounds of 10 and now want rounds of five, will I have to pay for extra labor to accommodate that social distancing?”

As an example of a hotel that gets it, she points to Wynn Las Vegas. “Wynn did an incredible post-COVID-19 video about its cleaning standards,” she says. To planners considering Las Vegas, she advises, “Go for it. There’s a reason our meetings see an increase in attendance when we go to Las Vegas. And rely on the CVA and your DMCs — they’re the experts in the area and know what works or not.”

Attendees at the Gold’s Gym international annual convention enjoyed the many amenities at Red Rock Casino Resort & Spa. Bridget Sypolt, CMM, director of meetings and vendor relations, says Red Rock is a “terrific venue.” Courtesy of Bridget Sypolt

Anything is Possible

Texas-based Lennox International held its Lennox LIVE West meeting last year at Caesars Rio All Suites & Casino Hotel with 1,100 attendees. Melissa Soto, CMP, meeting planner, Events & Incentives, says the city’s excellent airlift made it easy for guests from across the region to attend. Not to mention, she adds, “Las Vegas is loaded with good food, great entertainment and things to do. This is the most attended Lennox LIVE show out of the four regions.” Like others, Soto says the abundance of options makes Las Vegas desirable. “If you can dream it, you can do it in Las Vegas. It’s a place where anything is possible. There’s something for everyone on the Las Vegas Strip. A wow opening, for example, would be a helicopter tour of The Strip and surrounding area. We’re hoping to provide a tour at our next Las Vegas event.”

There’s no lack of on-the-ground possibilities either. “We held a welcome reception for premier dealers at Brooklyn Bowl, a concert hall, restaurant, nightclub and bowling alley all in one,” Soto notes. “With the help of CSI, a DMC, we hired several impersonators to roam the floor, complete with a dance-off featuring Michael Jackson and our VP/GM, a Champagne girl and a DJ. This event really showcased what Las Vegas has to offer. Our attendees enjoyed the food, drink and entertainment even after our event officially ended.”

She says the city’s current expansion projects will only make it better. “There will be even more choices for meetings, off-site events and activities.” She also has high praise for Caesars Rio. “The rooms are very spacious and everyone thought they were upgraded. The location of the Rio and the convention center being separate is very convenient. The meeting space is in the convention center on the other side of the hotel, so once attendees got to the general session they stayed at the convention center for the remainder of the day. The space itself is way more than adequate for our meeting and the registration area is ideally located. Load in/out was easy and the staff worked well with our production-company schedule and provided support for additional requests. Our exhibit company was equally serviced and their additional requests were met.”

Soto says catering was another plus. “The catering staff went above and beyond with breaks and meals. The breaks were unique, customized experiences and staff were proactive when we brought up concerns and potential issues.” Lennox had a huge all-regions event scheduled in April at Mandalay Bay Resort and Casino that unfortunately had to be cancelled. But Soto says Lennox LIVE West is scheduled for March 2021 at MGM Grand Hotel & Casino, and she’s looking forward to it. Meanwhile, her best advice for planners booking Las Vegas is “Consider what your attendees want to experience and book accordingly. All hotels in Vegas have something different to offer; they’re all unique in their own way. And you can negotiate multiyear contracts for savings.”

In addition to Caesars Rio, the company is proud of the new 550,000-sf CAESARS FORUM conference center, which opened earlier this year. It’s the first facility of its size built on one level, can host up to 10,000 attendees, features an on-site kitchen, and also offers more than 300,000 sf of flexible meeting space. The Forum and Summit ballrooms are the two largest pillar-less ballrooms in the world, each covering 110,000 sf of meeting space; which can fit one football field in length.

Attendees won’t have to walk far for lodging, as the conference center has direct access to more than 8,500 guest rooms at Harrah’s Las Vegas and The LINQ through the FORUM Sky Bridge. Also, the Flamingo Hotel and Casino Las Vegas is accessible through the LINQ Promenade. In addition to Harrah’s, The LINQ and the Flamingo, other Caesars Entertainment Las Vegas properties within walking distance include Caesars Palace, just across the Strip; The Cromwell Hotel Las Vegas; Bally’s Las Vegas Hotel & Casino; Paris Las Vegas Hotel & Casino; and Planet Hollywood Las Vegas Resort & Casino, providing access to as many as 20,000 rooms.

For events under blue skies or the stars, the 100,000-sf outdoor plaza offers an enticing option for planners, as well as the wide variety of restaurants, shops and entertainment nearby.

The center also has earned the Silver LEED certification, and is estimated to be 44% more water efficient than other buildings of similar size, saving a projected amount of 4.6 million gallons of water per year.

Constantly Improving

Evolution and reinvention, it seems, are the city’s super powers. Patty Kindness, director of sales and marketing at PRA Las Vegas, says it’s the depth and range of options that “make Las Vegas shine brighter when compared to other destinations. It’s constantly reinventing itself to stay ahead of emerging trends.” Kindness calls the city a “made-to-order” destination with something new no matter how often a group meets there. “There’s never a question of how to experience something new and fresh to create a unique participant experience every time.”

She’s excited about projects on the horizon, starting with Allegiant Stadium. “This facility will offer incredible bucket-list experiences for corporate groups. MSG Sphere is also slated to open in 2021, and will change the way we experience concerts and special events with its multisensory interactive environment. AREA15 will be another option for corporate events, with a capacity of 6,000+ for a full buyout and the ability to accommodate different group sizes within its interactive rooms. Accor Hotels has tapped it for its IMEX 2021 event.”

Kindness sees current projects opening on time and within budget as a very good sign. “With so much uncertainty in the world and our industry, it’s a beacon of hope to see projects such as Allegiant, Resorts World and the LVCC expansion push forward so when planners get back to working on live events, all these shiny new venues and possibilities will await them. It’s heartening to see the depth of commitment Las Vegas and its hospitality community have for welcoming meetings and events back to our city.”

Growth in Las Vegas may come with another critical benefit: optimism. C&IT

El Conquistador Tucson, A Hilton Resort, is nestled in the Sonoran Desert, offering spectacular views of Pusch Ridge and plenty of outdoor activities at Sabino Canyon and Saguaro National Park.

Ahh, Arizona. With more than 300 days of sunshine, world-renowned golf, spa and gaming resorts, cutting-edge venues, as well as outdoor amenities aplenty, the “Grand Canyon State” offers something for everyone when it comes to meetings and events.

According to Marla Harr, CMP, meeting and event management consultant with Business Etiquette International in Phoenix, the Arizona climate simply can’t be beat, and is one of the leading reasons that meeting and event planners turn to Arizona as an event locale. “Arizona has the high mountains of Flagstaff, the Grand Canyon, as well as beautiful Sedona and Tucson. Depending on your attendee profile and meeting objectives, you can find a region that will work for you,” Harr says. “This is a pretty diverse state — with a cowboy feel to the west to the more sophisticated city of Scottsdale. Plus, downtown Phoenix has really transformed over the last 10 years. It’s becoming a cool place to be.”

The state’s ideal weather is important for planning outside events or activities, especially golf and hiking. The flip side is the summer for the meeting and events market, which offers much lower costs for almost everything: sleeping rooms, meeting space, transportation, etc. Kayla Metli, buyer, event purchasing at ITA Group in West Des Moines, Iowa, also stresses that Arizona is a great destination for both incentive travel as well as business meetings. With great airlift, consistent warm weather and a great selection of hotel products, Phoenix and Scottsdale are always top of mind. “Arizona offers a vast number of things to do across the state from the Grand Canyon National Park, the spiritual vortexes and red rocks of Sedona to the lively metropolis of Scottsdale, known as the ‘South Beach of the Southwest,’ and the rich Southwest tradition in Tucson,” Metli says.

With the sunshine and warm weather, there is no shortage of outdoor activities. Attendees can explore the Sonoran Desert on a jeep or Hummer tour, try their swing at a championship golf course, enjoy the cultural scene at a local gallery, hike the iconic Camelback Mountain, or relax by the pool and enjoy the breathtaking sights Arizona has to offer. As Arizona is easily accessible by all major domestic carriers with multiple daily flights and affordable airfare, attendees are sure to have a smooth travel experience into the destination. Once they arrive, they have a short transfer, as most hotels and resorts in the Greater Phoenix Area are within 30 minutes of Phoenix Sky Harbor International Airport.

ITA Group operates several programs every year in the Phoenix/Scottsdale area for its clients. This past year, they’ve operated nine programs in the Greater Phoenix Area, including a mid-sized incentive program at the Hyatt Regency Scottsdale Resort & Spa at Gainey Ranch last spring. “We have another client that regularly includes the JW Marriott Phoenix Desert Ridge Resort & Spa in their rotation for two large incentive programs, and the hotel knocks it out of the park every time with fabulous food and beverage, flexible meeting space and top-notch service,” Metli says. “Southwest Conference Planners demonstrate their local knowledge and creative insight with fun optional activities and dependable airport transfers for the large incentive every time. We love the incentive quality and consistent performance that Arizona offers our clients.”

Indeed, Sarah Sebastian, meeting planner and owner of Rose Gold Collective, has turned to Arizona for several meetings and events she’s planned. Recently, she partnered in producing a two-day medical conference for more than 100 physicians to attend for continued education. “We learned there are a lot of smaller convention-type spaces and turn-key venues throughout the Phoenix area that are perfect for more traditional educational conferences,” Sebastian says. “Arizona also offers a great selection of indoor meetings space within hotels in Phoenix and Scottsdale, such as the Four Seasons and the Kimpton.

In addition, the region has a lot of unique, outdoor activities and a beautiful landscape for Zen and wellness, with Sedona as a unique destination. The area is known for their spas, golf and pools, so including some R&R time in the meeting agenda will be well received.”

Sebastian also stresses the array of outdoor team-building locations within the Phoenix area, as well as such unique gems as Tombstone and hiking tours along the Apache trail. For a group more interested in integrating wellness into their event, Sedona offers a more nomad vibe that could include yoga, wine tastings and glamping. “You can take these themes and really transform an incentive trip or a meeting into a really memorable destination event,” Sebastian says.

Odell Dickerson Jr., principal and meeting planner at OdellExec Enterprises, agrees that Arizona can truly make a memorable mark on meeting and event attendees. Arizona has played host to an annual meeting that he has helped coordinate for nearly 20 years. In his role, Dickerson orchestrates the annual pastoral summit conference called “Conversations” for Changes Can Happen Inc. This forum is held for some of the most influential African-American male pastors from around the country to come together to discuss relevant ministry, while simultaneously renewing themselves spiritually, mentally and physically.

The event is by invitation only, with approximately 100 pastors convening at the Sanctuary Camelback Mountain Resort & Spa, with an ongoing waiting list to attend. Some of ministry’s leading thinkers attend this gathering over a three-day period, and there is an abundance of learning, leisure, food, fun and fellowship. “Sanctuary Camelback Mountain Resort & Spa has become our home away from home,” Dickerson says. “We are approaching our 20th year of ‘Conversations,’ making us their longest-tenured group. Sanctuary understands relationships and, furthermore, they are matchless in their presence, luxury, attention to detail and customer service. Again, this is ‘home’ for us, so there is no other choice.”

Set high above Paradise Valley on iconic Camelback Mountain, Sanctuary Camelback Mountain Resort & Spa’s 9,000 sf of indoor/outdoor meeting and event space is an inspired choice for corporate gatherings and events. With a sleek, modern design that blends into the natural surroundings, the resort environment fuels creative thinking. Its intimate scale ensures privacy for every group.

Talking Stick Resort offers plenty of amenities in which attendees can participate, including three separate pools, 36 holes of championship-caliber golf, and an entertainment district with an aquarium, and more.

The Tucson Touch

Many meeting planners are also drawn to Tucson. With many of the city’s resorts tucked in the foothills that surround the city, it is easy for groups to go from the ballroom to outdoor activities, such as biking or hiking at Saguaro National Park or exploring the various nearby attractions. The unique landscape also makes for a great backdrop for breakouts and team-building activities. From horseback riding to roping and cowboy cookouts, visitors are immersed in cowboy culture at several of the area’s ranches. Being surrounded by five mountain ranges also gives groups the opportunity to rent bikes, and go road or mountain biking, hiking or ATV riding.

Tucson is also enjoying a revival of sorts. Meeting and event planners will celebrate the $65 million renovation currently underway at the Tucson Convention Center. The plan includes $14.7 million in convention center upgrades, a $9.2 million meeting room expansion, a full replacement of the Tucson Arena ice floor and ice plant, a 300-plus-space parking garage, Tucson Music Hall, Eckbo Plaza and fountain, and the Leo Rich Theater. The entire project is expected to be completed in 2021.

A Tucson icon, El Conquistador Tucson, A Hilton Resort, remains a planner favorite. The resort offers 100,000 sf of flexible meeting and event space, and an 11,000 sf IACC-approved Executive Conference Center. Attendees looking for authentic entertainment can visit a mini Western village, part of the resort’s layout spanning 50 acres.

Health enthusiasts can enjoy the Elements Wellness Center, which features a range of spa services. Hikers will appreciate the Linda Vista Trails, with miles of paths meandering through high-desert landscape. Don’t miss the nearby self-guided hiking trails that enter the adjacent Catalina State Park, a true nature-lover’s paradise. There are also 30 miles of marked bike paths in Oro Valley.

Foodies will love the various dining options, which include the upscale Epazote Kitchen & Cocktails, which offers a Southwest-infused menu and breathtaking views of the 5,300-ft cliffs of Pusch Ridge. Other eateries open at this time include the poolside Desert Springs Bar & Grill; Colibri Lobby Lounge, with its outdoor patio, and Grab & Go for a quick bite.

Scottsdale’s Finest

In addition to well-loved Phoenix and Tucson, the city of Scottsdale also offers a wealth of meeting and event options. As Kelli Blubaum, CMP and vice president of convention sales and services at Experience Scottsdale, explains that Scottsdale is a short commute from Phoenix Sky Harbor International Airport and offers all the outdoor recreation options you could dream of, and can easily experience thanks to more than 300 days of sunshine each year. What’s more, the McDowell Sonoran Preserve — untamed, protected desert land spanning 30,580 acres — makes up a third of the city’s land mass. There, travelers can find nearly 200 miles of trails for hiking and mountain biking of every level of difficulty, and hundreds of the city’s trademark, statuesque Saguaro cacti. “Then, you mix in an outstanding array of world-class resorts and cozy modest lodgings to accommodate groups of all sizes and budgets, 200 of the world’s finest golf courses, a plethora of luxurious spas and a dash of sophisticated cowboy chic, and meeting planners can easily keep meetings guests inspired and entertained,” Blubaum says.

It’s all topped off by the untamed beauty of the Sonoran Desert, with its wide-open spaces, diverse vegetation and unrivaled sunsets, providing a backdrop for events that is nothing short of invigorating. Because of Scottsdale’s increasing popularity within the meeting and events sector, there are always new venue options to explore. At the end of last year, The Westin Kierland Resort & Spa completed a transformation of its guest rooms, suites and corridors, with designs that present a striking new interpretation of modern eco-luxury.

At the Fairmont Scottsdale Princess, Arizona’s largest and longest-running AAA Five Diamond resort, a renovation of guest rooms and suites, as well as the Princess Pool, was completed last fall. The new guest rooms feature a soft, tranquil desert décor with modern lines and furnishings. And Element Scottsdale at SkySong opened last summer as the latest addition to the 42-acre innovation and technology hub. This sustainable hotel takes a health-focused approach, offering a spacious on-site gym and natural saline swimming pool. Also, construction on Caesars Republic Scottsdale — Caesars Entertainment’s first non-gaming hotel in the U.S. — is well underway. It will be located adjacent to premier luxury retail destination Scottsdale Fashion Square Mall in the heart of Old Town Scottsdale, within walking distance to all of the unique shopping, dining and wine-tasting rooms, art galleries and the two art museums the area has to offer. Construction of the four-star hotel has been slightly delayed due to COVID-19, and a new opening date has not yet been announced.

JW Marriott Tucson Starr Pass Resort & Spa offers 80,768 sf of total event space. Its largest, the Arizona Ballroom, at 19,836 sf, has a capacity of 3,300 attendees.

Planning Accordingly

To make the most of what Arizona offers attendees, Harr recommends meeting planners know their attendee profile, event agenda, objectives and budget. Then, do due diligence to research properties that fit an event’s needs. “Arizona has something to offer all planners. If it’s a larger event and you haven’t done events in Arizona, reach out to our local CVBs and DMCs. They are ready and willing to help you navigate through all aspects of your event and connect you to local companies,” Harr says. “Also, if you are a member of a professional organization, such as MPI or HSMAI, reach out to the local chapters as members will help.”

Metli also stresses that the time of year definitely matters if a planner ,wants to get the most out of Arizona as a destination. The best time to travel to the Greater Phoenix area is November through April, with peak season running from February to April for groups. If a group is flexible, try looking at shoulder dates or the off-season for more value. “The area boasts more than 450 hotels, with over 40 luxury resorts. With so many options to choose from, it is important to do your research and figure out what property is the best fit for your group,” she says.

Dickerson also recommends meeting planners learn Arizona’s seasons and know the season your group desires. “For example, a large portion of my group comes from the East Coast, where we experience harsh winters in the months of December through February. Our event is in February, so we desire the warmer climate that Arizona provides,” Dickerson says. “However, the group is not interested in being in Arizona in the months of June to August when the average temperature exceeds 105 degrees. Additionally, it’s important to understand that each season will affect affordability, level of experience, profit and overall budget.”

Safety First

As Arizona venues, and other meeting and event establishments, eagerly await the “all clear” to reopen and welcome meeting and event attendees, meeting planners will be encouraged to follow the CDC guidelines and local restrictions in place during the COVID-19 pandemic. “The key here is communicating to your attendees and management what the restrictions are and how your organization will enforce them,” Harr says. To make attendees feel safe when meeting in person, Harr suggests meeting planners establish clear guidelines for the attendees and have available what they may need: mask (with logo of course), gloves, hand sanitizers, and let them know about the physical spacing. “As an event planner, your No. 1 responsibility is the safety and security of all individuals attending your event,” Harr says. “This time, it’s a more difficult task dealing with the unseen risk factor.”

Visit Tucson is helping individual properties and brands throughout the region communicate their cleaning and safety plans/guidelines to existing customers, as well as new prospects. They’ve partnered with the American Hotel & Lodging Association and the Arizona Lodging & Tourism Association to promote the SafeStay program to area hotels and businesses throughout the region. “Negotiating the landscape of new government orders, and regulations, is a challenge for meeting and event planners, so we’ve created a comprehensive and current resource with the most recent, and accurate, information about what’s going on in Southern Arizona,” Aguilar says.

For Metli, the key to planning an event during uncertain times is being proactive and prepared for a variety of potential scenarios. It is best to look at each event on a case-by-case basis and evaluate potential risks based on the current situation. “At ITA Group, we have a range of tools to evaluate and mitigate COVID-19 health risks. Our comprehensive approach includes a propriety risk assessment tool, client-customized strategies and guidelines, and effective implementation methods to manage health risks associated with event operations and venues,” she says.

Experience Scottsdale also recently launched a “Be Scottsdale Safe” landing page. The site offers information on mask mandates, what is open and closed, local businesses’ safety protocols and the Safe Traveler Pledge, which asks any visitors in Scottsdale to wear their masks, wash their hands and frequently touched items, practice social distancing, use contactless payment, and to be patient and kind. What’s more, the team at Fairmont Scottsdale Princess, one of Scottsdale’s most desirable meeting locations, will collaborate with planners to reimagine their meeting space, including food service, entertainment and team-building options, all that enable social distancing. These protocols are part of their newly established ACCOR “Stay Well” experience.

And the Phoenician’s “Taking Care of You” program features a host of new protocols, including satellite check-in, customized floor plans for each individual event, and the ability to livestream to complementary ancillary spaces. All meals will be modified to single-serve, pre-packaged or buffets with servers, Plexiglas shields, hand sanitization stations and queue management. “Keeping our meeting attendees, tourism community and residents safe is our No. 1 priority. As Scottsdale continues to reopen, we will follow all CDC guidelines, along with the additional guidelines implemented by our world-class resorts,” says Blubaum, of Experience Scottsdale. “We have put in place a ‘Health & Safety Info’ section of the member listings on our website that provides guests with specific partner safety guidelines and procedures.” C&IT

Sunset at JW Marriott Marco Island Beach Resort. Florida Photographer Jeff Herron

Florida offers whatever you’re looking for in a warm-weather state: beaches, golf courses, small inns, mega resorts, historic towns and large cities where multiple cultures have melded to create one vibrant destination. The state has an embarrassment of riches when it comes to sports, entertainment, attractions and, yes, noteworthy cuisine. It’s no surprise that all of that and more make Florida a top destination for meetings. Here’s just a sampling of the state’s many meeting destinations to consider…

Greater Miami

Miami is a perfect place to host attendees from Latin America and South America. With assistance from the Greater Miami CVB and Great Hotels of the World, Brian Sullivan, vice president of Gaming USA with Clarion Gaming Group, chose the historic Biltmore Miami-Coral Gables for the group’s annual spring event, Juegos Miami. In the fall, The Biltmore completed the final phase of a $35 million renovation with upgrades to the meeting, conference and banquet space throughout the hotel. “The Biltmore and Miami offer easy access and an environment that works for these attendees,” Sullivan says. “Airlift, nightlife, golf and more allow business activities in a relaxed setting.”

Excellent service is a must, he says. “Our attendance is the C level of the casino industry. This level of attendee understands hospitality and demands high-level service. The Biltmore understands this service level.” Case in point, several functions at the hotel, including breakfast, lunch and evening receptions, delivered exceptional service. “The patio setting, banquet staff and food are very important,” Sullivan adds, “and Biltmore keeps these important services at a high level.”

Networking sessions are the core activity of the event and what drives attendance. The Biltmore and its setting are an important part of what’s offered to participants. For this particular event, Sullivan says, it’s a challenge to move attendees from building to building so the resort’s function space was critical. It easily met their needs. Sullivan believes if planners personally check out The Biltmore, they’ll find it to be one of the best options in the area.

Paul Mandell, CEO and co-founder of the Consero Group LLC, has hosted more than 10 events at The Biltmore, including forums for the Corporate Legal Operations group, Procurement & Strategic Sourcing and Customer Experience. Forums take place in spring, fall and winter. “The Biltmore Miami-Coral Gables is an ideal destination for our events. We tend to assemble very senior executives from throughout the United States and international locations. As a result, the hotel’s proximity to a major international airport provides a strong incentive for us,” Mandell says. “Moreover, Florida’s weather enables plenty of opportunities to be outdoors, which is a significant plus for any event. As to the venue specifically, The Biltmore’s amenities and character make the experience truly unique for all participants, offering an appealing destination for everyone who joins.”

The events include a mix of elements, Mandell says, “from interactive sessions within the conference facilities to outdoor meals. All of the spaces provide a uniquely charming atmosphere, which adds to the experience of the event.” Mandell has been working with The Biltmore for so many years he says it’s hard to remember how his company first made the connection. What he does know is this: “The sales and banquet teams have played a key role in keeping us onboard, delivering top-quality service at every level.”

While there are more cost-effective venues, Mandell says, “The Biltmore offers great value for the price. While the physical elements are superb, it’s really the on-site staff that makes the difference. From the moment of arrival to the time of departure, the entire staff seems fully focused on making the event as great as it can be. This is the real difference.”

Like Sullivan, Mandell has only good things to say about the F&B. “The F&B at The Biltmore is consistently exceptional. I’ve never had a bad meal in any of my experiences there and the staff is always top-notch.” He advises planners considering the hotel to get to know the staff who will be working their event. “Be sure to provide as many details as possible to help the staff help you. By being fully clear about your needs, you give The Biltmore team the best shot at delivering precisely the experience you are seeking.” All in all, he says, “You cannot go wrong at The Biltmore.”

Karen Kingston, CMP, CME/H, associate director of meetings and conventions with E. Braun Medical Inc., chose Trump National Doral Miami for a February sales meeting after a site visit. The hotel recently constructed a 19,000-sf pavilion adjacent to the existing 24,000-sf ballroom, giving planners even more choices. “Miami offers easy access with good flights for our sales and home-office people, who are all over the U.S.,” she says. “And I liked the property and all its meeting space.”

The staff was a highlight. “Good staff is when they’re tasked with a question or problem and it is not their responsibility, but they take care of it anyway,” she says. “That’s the staff at Trump Doral. They also remembered what I liked in terms of coffee, beverages, etc., and always made sure I had what I liked. The staff was so kind and so friendly, which was noticed by all my attendees. It’s a rare event to find a hotel that has all that.”

Another highlight? Food and beverage. “F&B was outstanding and catering staff could not have been more helpful or gracious,” Kingston says. “Planners and attendees will have an outstanding experience, and it will be even better by a repeat.” Her advice to those considering the resort: “Trust that everything you planned will be carried out to the very best outcome. You’re in good hands and your program will be a complete success.”

Planners should also check out the Greater Miami CVB’s program, Miami Shines, launched in June to showcase the city with special offers and deals for planners, and others, through September 30.

Hollywood

Just south of Fort Lauderdale, Hollywood is home to Seminole Hard Rock Hotel & Casino Hollywood, which revealed a $1.5 billion expansion last fall, including the first-ever Guitar Hotel. Additional enhancements include upgraded guest rooms and swim-up suites at the adjacent Oasis Tower and the Hard Rock Live entertainment venue, among others. If you haven’t seen the property in the past few months, you haven’t seen it.

Also in Hollywood, the new Margaritaville Beach Resort has eight bar and restaurant concepts offering everything from casual dining to upscale, to cater to travelers and local residents alike. They include JWB Prime Steak and Seafood, Jimmy Buffett’s Margaritaville Restaurant, LandShark Bar & Grill and the 5 o’Clock Somewhere Bar & Grill. Also, the 11,000-sf St. Somewhere Spa offers incredible views of the Atlantic Ocean and Intracoastal Waterway. The resort’s 23,000 sf of interior function space includes the 10,000-sf Compass Rose Ballroom. There is an additional 7,000 sf of outdoor event space on the 11th-floor terrace of the License to Chill Bar.

“You get what you pay for” at The Breakers Palm Beach, pictured, says Mike La Vita, CMP, with Massachusetts-based Commonwealth Financial Network.

Palm Beach

A real plus for many groups is that, during the winter months, weather in Palm Beach can deliver a nice break from the cold. That’s certainly true for Mike La Vita, CMP, manager of conferences and events for privately held Commonwealth Financial Network, based in Massachusetts. “Palm Beach is a great fit for this meeting due to the weather when we hold the meeting, which is in February. We ideally want someplace that is likely to be warm and that’s located in the United States, ” he says.

But the warm weather isn’t the only positive. He adds, “Palm Beach has good airlift, especially with the access of [Fort Lauderdale-Hollywood International and Palm Beach International airports], and those airports are easy for attendees to navigate.”

The group met oceanside at The Breakers Palm Beach. They used the hotel’s function space and in-house A/V team. “The Breakers has a variety of great spaces to accommodate our business-meeting needs, as well as for evening functions,” La Vita says. “The A/V team did a great job managing our needs across the board.” One function was held at Echo, one of the resort’s restaurants serving up a mix of Asian cuisine. “We held a family-style communal meal at Echo to mix things up during the middle night of our program,” he says. “It was a full restaurant buyout for our guests, followed by an after-dinner lounge on the front lawn at the hotel.”

La Vita calls The Breakers’ F&B among the best he’s experienced in the industry around the world. “It’s not inexpensive, but the culinary team does an excellent job executing and offering a great variety of options.” As in many cases, the relationship built over time also has a positive impact on the meeting. “The Breakers has been a great partner of Commonwealth for years. The hotel overall is amazing. The location on the Atlantic Ocean is outstanding, the rooms are all luxurious and comfortable, and the service is over the top. We also love the hotel amenities, such as the Beach Club and golf course for additional networking opportunities. It’s definitely a treat for our guests to stay there, and the staff make you feel special.”

The hotel, he adds, “has departments that can help with every need. The old saying rings true here: You get what you pay for. It’s not a place for a meeting on a tight budget; but, if you want to wow your attendees and give them a treat, it is an amazing hotel experience.” In particular, La Vita points to conference service managers Randy Kerr and Kevin Johnson. “They’re outstanding to work with. They make sure no detail goes missed and flawlessly coordinate all of the internal departments to make the meetings and events a success. The hotel culinary team is also second to none.”

As for challenges, La Vita says there are none. “Having worked with The Breakers many times, I have to say there were no challenges. They are very accommodating and do everything they can to cater to your needs.” La Vita says he highly recommends the hotel “for high-level meetings and executives, and any event where you want a home-run experience. And,” he adds, “the more you can avoid peak times, the further you can stretch your budget. Although the heat in the summer can be tough, The Breakers is a fantastic location for attendees to visit during the winter months into early spring.”

Golfing groups should know that respected course architect Rees Jones completed a total renovation of the resort’s golf course about two years ago, and the opulent historic lobby was refreshed as well.

Orlando

This prime convention city needs no introduction, but there’s always something new. Two new hotels are slated to open in 2020: JW Marriott Orlando Bonnet Creek Resort & Spa and Universal Orlando’s 2,050-room Endless Summer Resort – Dockside Inn and Suites. Hotels sporting a new look include Omni Orlando Resort at ChampionsGate, which announced continuation of a major renovation that already enhanced the lobby and the resort’s 248,000 sf of function space. By fall, all guest rooms and villas will be refreshed.

Dubbed the “Theme Park Capital of the World”, Orlando always has new entertainment venues and attractions popping up. Walt Disney World Resort, Universal Orlando Resort and SeaWorld Orlando have new attractions opening this year. ICON Park on International Drive also has two new adrenaline-activating thrill rides.

Recently, Orlando announced a wide-ranging new medical concierge program for meeting and convention groups. The program, a collaboration between the Orange County Convention Center (OCCC), Visit Orlando and Orlando Health, a local health care system, is aimed at reassuring those who organize and attend conventions in the city. Valid for meeting events through 2020, the program provides personalized medical services and resources to all meetings and convention groups at OCCC. Concierge services include customized medical planning guidance, direct access to personal protective equipment for attendees, medically certified communication materials, 24/7 virtual access to a physician via attendees’ personal devices, an on-site medical expert throughout the event and the availability of coronavirus testing.

The concierge program is a part of the larger enhanced health, safety and hygiene procedures across the destination at theme parks, attractions, hotels, restaurants and the airport. Among the hotel safety and cleanliness programs in place in the area are Hilton Worldwide’s Hilton CleanStay With Lysol Protection, Hyatt’s Global Care & Cleanliness Commitment, Loews Hotels & Co.’s Safety & Well-Being Protocols, Marriott International’s Commitment to Clean and Rosen Hotels & Resorts’ Rosen Total Commitment, a screening and testing plan of action.

The Biltmore Miami-Coral Gables offered attendees of Consero Group LLC’s Juegos Miami spring event all of the amenities they wanted. Courtesy of Brian Sullivan

Naples-Marco Island

The mix of upscale Gulf Coast city and lush natural habitats is reason enough to choose the Naples area, but add sweeping swaths of beach, inviting waters, coastal islands and the proximity of the vast Everglades and this area should be on every planner’s radar. Alisa Peters, CMP, CMM, senior global account manager at Maritz Global Events, also adds Naples’ “quaint, walkable downtown, which is great for business meetings, is quiet and intimate.”

In the beginning of the year, she brought a group from a software company to the Inn on Fifth downtown for a board meeting. They had recently completed a $5 million renovation to all their guest rooms and upgraded the rooftop pool area. One of the assets, she noted, is its location, saying, there are “lovely options for dinner and drinks that are walkable off-site,” in addition to on-site outdoor dining options, which she said were “perfect for a small group.”

She says that the Inn on Fifth was chosen not only for its casual yet business-focused location, but also its excellent reviews, great sense of privacy for a small board meeting and for its attentive service.” Peters calls the sales team “wonderful” and notes that the wireless and A/V in the meeting hall was excellent as well. “They offered a really competitive concession package,” she says. “The Inn on Fifth is a great boutique option,” adding, “Small groups will own the space and the hotel.”

Larger groups also have excellent options in Naples, including the Hilton Naples; The Ritz-Carlton Naples; La Playa Beach & Golf Resort; Naples Bay Resort & Marina; Naples Grande Beach Resort, which just wrapped up a $3 million renovation of its meeting and event space, and The Naples Beach Hotel & Golf Club.

On Marco Island, JW Marriott Marco Island Beach Resort offers more than 100,000 sf of oceanfront event space, a spa and 12 restaurants. They added a third tower for adults only following a $320 million renovation. The tower features a separate entrance, adults-only dining experience and more.

Marco Beach Ocean Resort and Hilton Marco Island Beach Resort & Spa are options as well. The latter had upgrades last year that included an additional 12,000 sf of enhanced meeting space. Another option is the new upscale Miss Naples, a custom-built 48-ft catamaran available for private events.

St. Augustine,
Ponte Vedra &
The Beaches

Nanci Gage, when working with Qfix, a medical device company, as a Strategic Meetings Manager, says St. Augustine and Ponte Vedra have a lot to offer. For their meeting at the beginning of the year, they picked the Ponte Vedra Inn & Club for their group. “Our national sales meeting was easy to plan and execute because Ponte Vedra and St. Augustine have so much to offer,” she explains. “We lucked out with an absolutely perfect week weather-wise, so we were able to take advantage of golf at both Ponte Vedra and TPC Sawgrass . . . and how many tour courses can the average person get on? We could walk around downtown St. Augustine safely in temperate weather and enjoy lunch outdoors beachfront along with the city’s Festival of Lights. And the beachfront and club restaurants at Ponte Vedra have a beachside fire.”

Gage says the group typically travels globally to attend big industry events in convention cities but, for this meeting, they wanted someplace less crowded and with easy transfers. “The first impression and last memory happen on travel days, so coming in and out of a smaller airport was a plus — so much easier,” she says. “In these times, I believe all of these selling points become even more important and valuable. This destination is a perfect fit for the ‘new normal’ and beyond.”

The local CVB, Gage notes, helped with the selection process and with promoting the destination to senior leadership, as well as with local tourism gift items and ideas. As for the hotel, Gage says, “We had a great rate for the level of property and rooms, as well as the perfect meeting space, all at an upscale beach resort. The service was amazing. Everyone really made us feel at home.” She calls their meeting room on the beachfront perfect. “As a medical device company, we didn’t need anything flashy or added décor, but the resort itself was the perfect background. I’d love to do another meeting in the conference space.”

Additionally, she says, the hotel was flexible with how the group wanted to set meals in the hotel’s dining outlets. “Food was great and, being a small group, they allowed us to use the hotel outlets for breakfast, even the grab-and-go, lunches and dinners. They were very accommodating and flexible, and I felt that the cost was very average. Based on their flexibility, it was easy to manage the budget.” The group made use of much of the resort. “We golfed as mentioned and had dinner at The Club at TPC Sawgrass in a private room on Taco Night. We let the guys explore St. Augustine on their own one night, which was a great ‘escape’ for them, and the history buff in the group really enjoyed the opportunity to do that. We also went to the Nona Blue grill at Ponte Vedra Beach for a team dinner, which was easy and delicious, and our executive team had a great meal at Aqua Grill. Both were top-notch and easy to get to.”

On another night, the group simply enjoyed the resort. “The guys just hung out on the patios between their buildings.” As for challenges, that was a non-issue. “At first we thought the lift and transfers might be burdensome, but when the trade-off is smaller, more accessible, safe and with no large groups it’s no trade-off at all.” Gage, who currently works for Proton Therapy Partners, a private equity firm in cancer treatment development and consulting services, as an advisor, advises groups to take advantage of all the area offers. “Mix it up and you can hit all the highlights. Don’t worry about time spent in transfers — seriously, miles equal minutes in this location. Explore St. Augustine as it’s a wonderful, walkable city. And take time to walk the wide, sandy, uncrowded beaches to take in a sunset.”

Two new hotels are expected to open in early 2021: the San Marco Renaissance Hotel in the city’s historic center and the Hyatt Place Hotel at Vilano Beach Town Center, both with meeting space.

These destinations are but a few of the possibilities. Delve into Florida’s potential destinations, and you’ll find more than enough areas to meet the needs of multiple meetings and attendees. C&IT

Attendees at Cvent Connect 2019 appreciated the excellent A/V, especially when they were treated to a live orchestra. Photo via Cvent

A meeting group’s ability to bring in an external A/V company can unfortunately be a source of friction between planner and hotelier. Typically, the hotel will charge a fee for the use of a third party, and the planner will attempt to have the fee waived or reduced. Additionally, the planner may have an issue with the expense associated with using the hotel’s in-house A/V, particularly when service fees are included or when the third party would be more affordable.

These negotiations not only hinge on costs; the attendee experience is also a factor. A/V is a crucial part of any presentation, whether the objective is education, engagement or entertainment. And the planner may feel that the use of his or her company’s A/V partner will ultimately deliver a sight and sound experience that is superior in terms of the technical details.

The Cost Factor

That being said, there are definitely circumstances when partnering exclusively with the hotel’s provider makes sense. Those scenarios will often be the meetings or breakouts with simplistic A/V requirements. “For the smaller meetings where we just need a projector and a screen, we usually use the in-house A/V company,” says Sharon L. Schenk, CMP, director of conventions and event management with Manchester, New Hampshire-based CCA Global Partners. “They’re reasonably priced for something that small if we buy a package, and it’s easier for us, especially if we don’t have someone from our office traveling with their own [projector].”

The cost-effectiveness of using the in-house provider for these types of meetings is enhanced by the fact that the fee for using an external company is avoided or, at least, the planner need not try to have that fee waived as a concession. Kim Hentges, CMP, event manager with Flower Mound, Texas-based IntelliCentrics, adds that “you do not have to pay air, airport ground transfers, hotel accommodations, sometimes single rooms for each A/V team member, meals, etc.” by using the hotel’s vendor. Further cost savings can result from not having to hire an in-house A/V supervisor “in order to watch/manage set-up and tear-down. Typically, this is required only when an outside A/V company is utilized,” she notes. Granted, the overall cost-effectiveness of using in-house A/V has to be assessed case by case; an external provider may well be able to quote a lower price.

In addition, the quality of the in-house service tends to be quite satisfactory. “I feel that these days with a few key players providing most of the in-house A/V across the globe, there is a very high probability that you are getting the best of the best,” such as PSAV and Encore, suggests Bonnie Cunningham, global meeting & event manager with New York City-based BC Global Meetings & Events LLC. Hentges highlights a variety of service advantages that these vendors provide, including faster set-up times given their immediate access to the meeting room and the additional inventory they have access to via their other office locations or local suppliers to utilize for any last-minute equipment/labor needs. And it’s not out of the question to utilize in-house A/V as a resource on presentation logistics, not merely to execute this function. “In-house A/V companies stay up to speed on current trends, meeting room layouts, etc.,” Hentges observes. “When I partner with any type of supplier, I look to them to be a consultant and not an order taker. My experience has been that in-house A/V companies have provided a consultant service.”

Preference Matters

Some planners prefer to bring in their company’s own provider for large-scale productions with high stakes. An example would be CCA Global Partners’ convention. For six years, CCA has partnered with production company One Smooth Stone, based in Downers Grove, Illinois, to deliver the A/V and other event-design elements at the convention’s general session. “Production is involved in the theming, lighting and room set. They’re also involved in the rehearsals and the developing of the messaging. It’s more than just putting up a projector and a screen,” Schenk explains. “They bring their ideas and creativity to the table and give us an opportunity to say, ‘That looks great, let’s try it. Let’s try something new.’ They go much deeper than providing and installing equipment.”

Schenk distinguishes between production companies and A/V companies, and she only finds the former can provide the scope of service required for CCA’s general session. She regards in-house providers such as PSAV as being “in a tough spot because they’re trying to be all things to all people.” In contrast, One Smooth Stone has honed its services to CCA over the years. “They know our needs and our wants, and they know the people that are going to be using that equipment,” Schenk explains. “And there is a comfort level when we know that our guys are setting it up and testing it.”

When it comes to such a critical facet of the meeting, planners definitely don’t want to step out of their “comfort zone.” So understandably, many planners cite familiarity as the main factor behind their preference for third-party A/V, particularly with regard to general sessions or other large-scale productions. “The confidence of knowing who and what you are getting consistently is invaluable,” Cunningham says.

The “who” is especially important, as these individuals will be interfacing with presenters, including high-level keynoters. A planner will depend on those technicians to avoid any A/V mishaps, which are simply inadmissible for certain presentations. “The last thing you want is for your CEO to be on stage and halfway through his presentation his mic doesn’t work, or the slides won’t advance,” says Jennifer C. Squeglia, CMP, principal of Naples, Florida-based RLC Events Inc. “So the trust and confidence in your production team that things will go well and things will be double checked, triple checked, is very important when you’re producing a very technically advanced general session stage production.” She adds, “I’ve seen turnover in the in-house A/V companies, whereas when you use a production company, there is consistency with technical professionals, e.g., a PowerPoint graphic designer who interfaces with your executives.”

With the exceptions of rigging, electricity and internet — which remain exclusive to the hotel — planners can certainly negotiate to bring in their preferred A/V partner, beginning at the request for proposals (RFP) stage. In a typical RFP, Hentges would stipulate that the third-party can be utilized, sans fee, for the major components of the event. “For a hotel to be considered during the RFP process, the original RFP would state that no additional fees would be applied to bring in our preferred outside production company specifically to provide A/V equipment and labor for the general session and/or trade show and/or awards dinner relevant to that particular program/event,” she explains. “We would then partner with the in-house A/V company for breakouts and other miscellaneous meetings also taking place within this same program/event.”

There have also been cases where the third party provided A/V and labor for both the general session and breakouts, and where the in-house company provided all A/V services for the meeting. The nature of the program and budget dictates these choices, Hentges says. Whether the amount of in-house A/V support is sufficient for the meeting is an important factor that the RFP can also address. Cunningham, for example, inquires as to “What they have on-site for equipment inventory, backup capabilities, staff availability for support, etc.” in that document.

Video camera on tripod recording presentation of male coach standing on stage with display in front of audience

Plan to Negotiate

Just like negotiating for any concession, negotiating to have the external A/V fee waived or reduced is a matter of using the extent of one’s business as leverage. “If you’re doing a large-scale production in your general session, chances are that aligns with a very big piece of business for a hotel, including a lot of guestrooms and F&B,” Squeglia says. “So, I think when they step back and look at it as a whole, they’ll realize that if they’re going to get this business they have to let the client’s existing production company come in.” She adds that, in her experience, it’s rare the hotelier will insist on the fee in light of these considerations.

If the in-house service can be utilized for all or part of the meeting, another point of negotiation is the cost of that service. “I have found that there is always wiggle room in negotiating costs with in-house A/V,” Cunningham says. She gives an example from a meeting where both internal and external companies were utilized: “Recently, in the contract stage, as well as the planning stage, we were able to negotiate terms on reducing fees for load in, execution and adding equipment from the in-house A/V, but used by the third party. Additionally, we were able to utilize a couple of members of the in-house A/V team to help support the program.”

Schenk advises planners to be wary of the additional “service fee” when negotiating the cost of the internal service. “They’re not only charging you for the equipment and labor, but they’re also trying to charge a service charge on top of everything. But if I’m paying for labor, why are you charging me a service fee?” she points out. “And that’s one of the things I find unacceptable.”

Another source of leverage is to cite the lower cost associated with the third-party A/V company, if that is indeed the case. “I try to have a business discussion,” Schenk says, stressing that “It makes no sense for me to use your people if it’s going to cost more money.” The usual result is either that the hotel allows the use of the third party or comes down in price on the in-house service. “The in-house A/V company may not reduce their prices, but the hotel may be flexible in reducing their profit,” Schenk notes.

For Schenk, this negotiation only pertains to A/V for the convention’s breakouts or CCA’s small meetings. Using One Smooth Stone for the general session is a non-negotiable “must have,” because the quality of the attendee experience depends on that company’s work. “In the end, my participants’ experience is No. 1, budget is No. 2,” she says. For the basic A/V required in the breakouts and small meetings, she partners with Tucker, Georgia-based iGAD Productions. If I have five breakouts, I’d still like to bring my contractor in to do it. We can then leverage the costs of using multiple pieces of equipment throughout the convention,” Schenk explains. And iGAD Productions “has been a great partner for us. They try to find ways to save us money. For example, they’ll not charge us for the trucking and they reuse equipment that we order over the length of the program.”

Find the Right Company

Long before expending effort in securing the right to utilize third-party A/V, care must be taken in sourcing a great A/V company, one that will allow the group to take full advantage of that right. Ideally, that vendor will be suitable for a long-term partnership that creates the comfort level described earlier: more years of service mean a deeper familiarity with the group’s brand, meetings, attendees and presenters. “Always perceive your A/V supplier partner as an extension of your company and brand,” Hentges advises. While noting that the criteria used in vetting a third party will vary depending on the meeting and budget, she says her general criteria include “quality products and services, delivery dependability, cost and trust.”

One way to help ensure a company will deliver high-quality, reliable service is to seek referrals from colleagues. “Given that our industry is so connected, I would look for referrals from a couple of my colleagues who have a similar-scale program and even perhaps have worked in the same property,” Squeglia says. “It’s about having a peer say to you, ‘I used this company and they were excellent and I didn’t have any issues’ vs. having that company say to you, ‘We’re great, we don’t make any mistakes.’” The A/V company can, of course, provide its own testimonials and client referrals, and I think it’s important to speak with a referral source and even better if you already know them. In addition, Squeglia recommends looking at videos that exemplify the company’s production work, if available.

In the end, what matters most to any presentation is the ability of the speaker to engage and inform. But quality lighting, video, staging and, especially,  sound are essential to the delivery of that content, and an outstanding, creative production even enhances its effectiveness. If an external A/V partner will best fulfill that vital role, a planner’s due diligence is to find a hotel that agrees to that proposal without insisting on a fee that stresses the budget. The more planners who insist on the option to use their own A/V company, the more hoteliers will realize how important that choice can be to the budget, planning process and attendee experience. In turn, internal vs. external A/V will become less of a sticking point in negotiations. C&IT

Ask any meeting planner what it takes to create a successful corporate event and one key factor consistently stands out above the rest: the ability to initiate, cultivate and maintain strong partner relationships. With so many individual moving parts involved in the meeting planning process, event organizers depend on the cooperation and commitment of many different people across diverse industries, whether clients, vendors or sponsors, among others, to ensure the success of their meetings.

Angel Hanson, CMP, CMM, started her event planning career at Microsoft before striking out on her own. Today, as CEO of Seattle-based Angel Events, Hanson relies on the relationships she has built with industry insiders, not only at Microsoft, but around the country. “Every single person you’re having a touch point with matters. Where I’m sitting today is proof of that. I have formed relationships with people who are specialists in the industry over 10 to 20 years.” Hanson’s long-term partners include Message Glue, for their storytelling expertise; EventCorp, for registration tools and management; and Gifts by Design, for branded event materials and swag. “My clients are stakeholders in past events or are still at Microsoft; vendors like hotels, A/V teams and speakers. It’s so important to form relationships with every single person in the program so that everyone becomes part of the team, whether an employee, banquet staff or specialists in the industry. That’s huge.”

With more than 20 years of experience in the corporate and consumer events industry, consultant Regina Cook, global principal consultant of the RC Consulting Firm in Rowlett, Texas, sums it up this way: “If you don’t build relationships, your events will not go well. It’s really hard to do an event by yourself, so have the right partners in place.” Once you have your partners lined up, Cook continues, “You need to make sure everyone is on the same page and be able to manage appropriately, because something can always go wrong. You have to have a mindset for evaluating all situations that could happen and manage accordingly. You have to have an A, B, C plan because some things will happen that you didn’t anticipate.”

At Los Angeles-based BDI Events, Amy Green, founder and partner, identifies “CVBs, event venues, hotels, A/V, florists, décor and rental companies, and photographers” among the firm’s many long-term partnerships that she says, “benefit our shared clients in every way imaginable.” She agrees that “clear communication about expectations and division of resources goes a long way in making sure everyone is working together to strengthen the event and delivering a seamless experience for the client.” She adds, “Also, relying and trusting your vendors’ specific areas of expertise and advice is crucial, too, since it’s a partnership.”

More Than Networking

Networking alone is not enough to solidify strong partner relationships, however. Kayla Cook Events is a full-service event management and production company based in Kirkland, Washington, specializing in both corporate and special events. Kayla Cook, owner and lead planner, recalls her mentor’s advice as she launched her career in the corporate meeting industry: “Create real relationships with people you want to sit down and have a beer with. Those relationships are the ones that will always support you. Network, show your face in the industry, but have meaningful conversations that allow you to get to know people.” Kayla Cook thinks that “creating trust and respect with other partners and vendors can help elevate your events and help get your client exactly what you want — more leverage, client referrals, negotiating chips, etc.” She encourages event organizers to “Take care of your partners, offer help and support during load in or at the event, and meet up for coffee or lunch,” she adds. “Follow up after the event is also so important. Not only asking how the event went from the partner’s perspective, but asking how you can excel even more for their next event. Make sure they are paid and taken care of. Building your partnership index is a fundamental part of building your business.”

Cultivating strong partnerships in the meetings industry reaps numerous benefits, Green explains: “Many times, turnaround in the event industry needs to be quick. Having partners we trust means we have experts to provide timely, valuable input and results for our clients.” Green adds, “Having a trusting relationship with event partners means that there is more time spent to maximize other areas of the event as well, such as increasing fundraising if it’s a nonprofit event, attendance in the case of conferences/meetings and spending more time creating the most meaningful content.”

When it comes to developing trust and respect in partner relationships, authenticity and transparency are equally critical components. For Regina Cook, that means “You have to genuinely care about the person you’re working with and let them know you view your relationship as a partnership,” she adds, “My clients expect me to jump through hoops and we both take responsibility and accountability. Let clients know you have their back, by project managing throughout the entire event. Communicating and setting clear expectations, as well as being very honest about the culture of the organization and type of event is very important. Get a feeling of how each of you work. How do you excel? What makes them tick?”

Kayla Cook adds, “Communicate and set expectations, but also understand your partners’ expectations. Ask what they need to be successful.”

For Hanson, finding the common areas with your team makes for a more effective partnership. “We’re all so different, but when we come together we’re such a strong team. We can power through to get things done. We figured out that what makes us work well together is that we’re all level-headed. We look at the big picture and don’t panic when plans change unexpectedly. Instead, we approach the situation with our problem-solving skills and humor, even though we’re taking the matter seriously.”

L-R: Joe Martin and Courtney Mancini from the BDI Events team, and Amy Green, BDI Events founder and partner. Green says her relationships “benefit our shared clients in every way imaginable.” Courtesy of Amy Green

Attitude Counts

Hanson cites the importance of having a positive, confident attitude in cultivating strong partner relationships. “You have to be able to break through to the C-level and get executives to listen to you. You have to come in with confidence and feel comfortable saying ‘No’ to an executive. It’s hard for people to do that because it’s easy to feel intimidated. But, it’s important to be honest. It’s your job to make the executive shine,” Hanson says.

Drawing on the services of a strong partner relationship may happen at any point in the meeting planning process, including requesting assistance at an on-site event. When Regina Cook’s client, Tenet Healthcare, hosted a very large event at a country club in North Carolina in the middle of July with people coming from across the U.S., she asked for help in transporting attendees on-site. “It was so hot,” she says, “that just by walking across from where they were staying to where they were presenting, they could pass out. The vendor got us golf carts and went above and beyond because we had a good relationship with the facility.”

By establishing trust and respect from the outset, it’s also easier to pivot when there’s a discrepancy between the vision and the budget. When one of Kayla Cook’s clients came to her with a $100,000 event idea on a $20,000 budget, she was able to turn to her partner network “for flexibility on budget as well as guidance in building out the specific brand activations — ball pit, mirror experience, etc,” resulting in a successful event and satisfied client.

And when the unexpected happens, such as a change in stakeholders, having a strong partner network in place is critical. After building a connection with one executive, for example, Hanson learned of a change in management that required her to start over again in cultivating a relationship with that person’s replacement. She made inroads by assuring the new executive, “I’m here to support you and make things easy for you” and asking questions like “What do you want from me? What do you need to know about me?” Hanson admits it took several meetings over the course of six or seven months to build that relationship by citing stats, giving ideas, and being open and honest. She knew she had gained trust when she was asked to share her opinions in meetings with other key players when, previously, they had wondered why she had been invited to the meetings in the first place.

Taking the time to invest in relationships within an organization makes it easier for meeting planners in other ways, Hanson suggests. For instance, all executives have administrative assistants who can help pave the way for an introduction. “Administrative assistants handle smaller events so I created a monthly newsletter for them, where I would always have little tips and tricks, information about industry trends, etc. So, I built those relationships. If I saw them at the water cooler, I would ask for their thoughts,” she says. When you get buy-in from one person of influence, those individuals become champions who can advocate on your behalf. You can leverage that relationship with others on the leadership team. By sharing the support you have received from others within the organization, it makes it easier to ask for their support as well.

Then again, when situations arise such as COVID-19 that upend both small and large meeting planning, having a network of established partner relationships allows the event team to come together quickly to make sound decisions for the best of all concerned. Rather than assuming a program must be cancelled completely, trusted partners can problem-solve alternative ways to come together to reach their intended objectives. Ask the client, “How do we build community when the conversation has changed? Do we need to cancel? Reschedule? Or adapt, such as moving to a digital format?”

Not Always Rosy

Not every client or vendor encounter results in a positive outcome, however. When that happens, how can event organizers respond effectively in order to create a different result next time? Regina Cook advises, “Communication is essential. Be upfront and honest about your needs and expectations. Make sure to let your partners know. I appreciate it if they say they can’t accommodate my client’s group for a particular event.” She also emphasizes the importance of debriefing with partners after the event. “Review what went well and what didn’t,” she says.

When there are damaged relationships, hurt feelings or the client is unhappy, “My best advice is to have an honest conversation with the client and vendor about what happened. Ask questions. How did we get there? How can we move forward? At the end of the day, what is the best outcome for our relationship and our client moving forward?” She adds, “Trust your gut. Not every vendor is a good fit for a client event. It’s important to consider who you want to invest your time with or who you want to bring on as a vendor. You want to be able to trust them and their service. Listening to your intuition is very important.”

Meeting planners agree that cultivating strong partner relationships, both within the events community and in every industry with whom event organizers interact, is key to creating a successful event. C&IT