< Previouswill participate. “People are now used to doing virtual things every day, be it holding staff meetings or teaching their children, or participating in a book club. Once you get people out of their comfort zone and let them know this can work, the only way you can go is up.” One thing that caught Arcangeli-Story’s attention is what happens at the end of a virtual event. “When an in-person event is over, people peel off and go to their room or the hotel bar. With a variety of my virtual social events, I’ve found that people stick around. It might not be the entire group, but every event I’ve had scheduled for an hour has had some folks stay on at least 30 minutes more. Attendees want to talk and unwind with their colleagues and leave the typical Zoom meetings for a bit.” Although each group is different, she says she’s found more similarities in the virtual and in-person functions than she thought she would. “I had it in my head a certain way, and then when I started planning and implementing our social event via Zoom, it was more like an in-person social function than I would have ever thought.” As to whether in-person and virtual team build- ing can achieve similar results, Arcangeli-Story says some groups will be more likely to embrace virtual team building than others. “However,” she adds, “with the right platform, facilitator, leadership and components to keep people engaged, you can absolutely get similar results.” Another of her associations has held two virtual board meetings, and while they wouldn’t strictly be considered team-building events, there were com- ponents designed to give board mem- bers social time to bond and to partici- pate in a shared activity as they would if meeting in person. It also was an oppor- tunity to make them feel appreciated. “It gets them together like they would in person to have a drink and/or a cigar and just catch up ... no major structure,” Arcangeli-Story says. “We had a cook- ing demo on the first meeting with one board member who loves to cook. If folks didn’t have time to cook right then, we sent them a menu they could save and make later. On the second board dinner, we had saved so much money due to no travel or F&B, that we were able to send each board member a gift package of wine, cheese and fruit. Then, at our virtual board dinner, they all had the same items, could do a ‘cheers’ and enjoy each other’s company despite long distances. Some associations don’t pay anything for active board members, and the board dinner or open bar on- site is their only appreciation. Our gift made our board members feel really appreciated for all their hard work, and still saved us money in comparison to in-person dinners.” VIRTUAL BENEFITS THE BUDGET Like Chen, Arcangeli-Story says that one big advantage of a virtual team building event is that, “You can do a ton more for less money. You can also still hold a very successful event even with less sponsorship dollars, which are typically needed when doing it in person.” And there’s increased flex- ibility. “You can hold virtual events for five to 300 people and still be able to function. On-site in a meeting room or event space, you might have restric- tions, such as not enough supplies or space. You can wing it a bit more with virtual team building. There are so many things you can do virtually that you might not be able to do in person due to budgetary restrictions or some- thing the hotel or venue might not let you do. Virtually, you can do almost anything. There are cooking demos, green-thumb activities, art projects; really, there’s no shortage of ideas.” Another upside to virtual team building according to Arcangeli-Story: “I’m finding we’re able to assist folks who are out of work due to COVID- 19. For example, a band I know locally has had to stop playing in public, so we pulled them into a virtual happy hour and had a virtual tip jar. The performers played in their own homes, made some money and it cost us nothing — all while supporting our community.” To achieve success with virtual team building, Arcangeli-Story says planners should think outside the box and believe that attendees can build on relationships with one another even without an in- person event. “And,” she adds, “send physical packages to attendees. It’s awesome to get something tangible, even if just a face mask or some fruit.” Janel Fick, owner/partner of Global Management Partners and executive themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIESJULY 2021 John Chen, CEO of Geoteaming, far left, during a virtual team building event. Chen thinks in-person and virtual team building are similar because team building is always about people. Linda Arcangeli-Story, CMP Manager, Meetings and Expositions Kellen With the right platform, facilitator, leadership and components to keep people engaged, you can absolutely get similar results. 30director of the Interna- tional Academy of Trial Lawyers, acknowledges that virtual team building has been a shift for her group in terms of both the internal and external work of the company. It stands to reason that a management com- pany that experiences and finds solutions for the same things its asso- ciations are facing can translate new skills and ideas into managing those associations. “We’ve been very successful utilizing tools such as Microsoft TEAMS and Trello boards for organizational pur- poses,” she says. “COVID has presented opportunities, and challenges, for asso- ciations and planners to think and exe- cute work differently. We’re more pro- gressive as a result and can add value to members in new, creative ways. We’re reimagining and reinventing events.” On the positive side, Fick says, “Vir- tual team building has enabled us to be more flexible; however, we miss seeing each other and have to work harder at embracing a new culture. From an events perspective, we miss seeing our members and having that feeling of success after executing a face-to-face meeting.” Some changes hit close to home. “[Soon], we’ll create a hybrid model and save quite a bit of money by utilizing a smaller space,” Fick notes. “Our team is excited about the next phase of our company; some want to come back to the office and others pre- fer to work virtually. We’re doing more ice breakers and learning more about team members in new ways.” One tool Fick has embraced is Clif- ton Strengths Finder for her entire team, and she had a consultant come in to do a two-hour training session. “Our team now focuses on strength-finder activities from the workbook, which has been very rewarding. In these try- ing times, it’s important to learn and focus on our team strengths,” she says. “Finding out what makes employees tick is very important. Everyone is in a different space both professionally and personally, and it’s important to respect and learn more about each other. We’re shifting from managing people to man- aging projects.” She advises planners and others to remember to incorporate fun into work. “We have a water cooler channel on TEAMS and encourage team members to build each other up and post positive information. We’ve held happy hours, BINGO nights and had a pet shelter join our virtual team meeting.” PLANNING IS IMPORTANT Ron Shah, CEO of Bizly, a collabora- tive platform/operating system facili- tating “gathering,” says one difference between virtual and in-person team building is that virtual events demand increased thought and planning. “Suc- cess relies on engaging team members with ways to activate different parts of their brain together. Back when you were in-person, you could throw people in a room together with food and drinks, and magic would happen. Virtually, you must spend the time to build and plan a thoughtful agenda in order to achieve a similar outcome.” The results, he says, will never be exactly the same. “Some of the most important values in team building were the side conversations and bonding moments shared among team mem- bers in periphery moments during an in-person event.” Still, with a greater level of planning, virtual team building can yield similar results. One client’s successful virtual event involved 125 people on Zoom. “The activities were online games that the team played together, including Pictionary [using the Zoom white- board] and trivia. The team was split into five sub-teams, creating a feeling of camaraderie, competition and laugh- ter. Team members were also invited to expense lunch.” Shah says lack of planning is typically the biggest setback to virtual team building. Another issue: relying too heavily on “cool” technology instead of sticking to the basics and focusing on the people and their reactions. “A simple slide show of photographs or a simple game can be really effective.” That said, he adds, “tap- ping into a world of ideas from relevant companies can help to drive innovation and success, and keep it fresh.” In order for planners to create a successful team-building event, Shah says they need to consider several different things. First, he says, you have to build a thoughtfully planned agenda and schedule for the event. Second, you have to organize a smart guest list of the right participants and consider each of their needs. Third, communicating effectively with guests is critical, including any pre-reading or preparatory informa- tion, as well as getting them excited with a well-designed invitation that goes beyond a calendar invite. Like Arcangeli-Story, he says participants should also receive something physi- cal. “Tap into multisensory resources, such as food and cocktail delivery or ‘fun kits’ that can be mailed to attend- ees,” he advises. “And last, send out a post-meeting survey to assess meeting efficacy.” He advises planners to look for a platform that simplifies and uni- fies those five steps. Virtual team building may take more thought and time to construct, but planners and groups across the country are learning together that even if the virtual world doesn’t feel exactly the same as in-person interactions, it’s still a place where values, connections, growth, bonding, education, collabora- tion, appreciation and renewal can be forged, allowing teams to up their game for future successes. | AC&F | JULY 2021 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIES With the proper planning, team building over a virtual platform can be just as successful as team building at an in-person event. Experts say the bottom line is putting forth engaging content, no matter the format. PHOTO VIA ZOOM 31By Maura Keller themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIESJULY 2021 NUMBER CRUNCHING DEPOSITPHOTOS.COM PLANNERTIPS 3233 JULY 2021 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIES C onsider this: Audience, as well as meeting and event attendee, data can make an event’s role within an association or organization criti- cal. Imagine a single in-person or hybrid expe- rience that captures thousands of attendee data points using surveys and polls, as well as tracking time spent in sessions and materials downloaded. The deeper the engagement via data gathering, the better planners have to not only personalize the next experience, but this data also gives meeting planners the informa- tion they need to enhance future events. Amanda Lane, marketing analyst with Opus Agency, says that, with data, the path to value is simple: Better data turns into better measurement, better measurement into stron- ger analysis, stronger analysis into actionable intelligence. “And that’s the key: intelligence answers big questions. At its most effec- tive, the purpose of data is always to answer big questions for stakeholders,” Lane says. “Meeting planners typically need to answer questions from three core types of stakehold- ers — the person who owns the event, the person who markets the event, and the per- son who runs the business. As Lane explains, for the event stakeholder, data informs the core objectives for each of their events. Some key questions they ask when building these event-centric objectives include: Did we hit our financial goals? Did our event meet our attendees’ expectations? Did our event meet our goals for driving value for each attendee? For the business stakeholder, data informs the event’s impact on the success of their overall business. Some key questions this stakeholder asks include: Are we expanding the audience of our business by generating new contacts? Are we driving sales effectiveness by generating leads (e.g., Marketing Qualified Leads or MQLs), accelerating the sales funnel and supporting growth from existing customers (e.g., cross-, up-, and repeat sales)? Are we improving asset efficiencies by using events to generate new repurposeable content and scaling the reach of our existing assets? For the marketing stakeholder, data informs how the event is driving success for their brand. Some of their questions include: Are we providing value for our audience by connecting with their goals and needs? Are we strengthening our brand by changing behaviors, deepening affinities, solidifying preferences and reassuring loyalties? Are we amplifying our reach by enabling positive advocacy and active ambassadorship? “Alto- gether, capturing and tracking event and attendee data allows us to measure effective- ness against the event, business and market- ing objectives,” Lane says. “Measurement and analysis allows us to show value to key stakeholders, and make targeted recommen- dations when strategy needs to be adjusted.” According to Michele Dobnikar, executive vice president of virtual events business at PGi, a global virtual/hybrid meetings and events company, data is the foundation for engaging post-event, yet the specific steps depend on the goals. “Data can be used to inform what action an organization will take to deliver the most significant results. For example, internal association events might focus more on the need to drive employee engagement, while sales and marketing events are highly likely to focus on the number of leads,” Dobnikar says. “The data must connect with other [Customer Relationship Management] (CRM) platforms, so organizers have a complete picture of their audience and a more holistic interpretation of the data to action for the benefit of an asso- ciation.” Data also helps event planners know what resonates with the audience. As Dobni- kar explains, it’s easier to know what works at an in-person event because you can hear and see people’s reactions. You can’t necessarily do that in a virtual event. However, virtual and hybrid events enable organizers to cap- ture how people engage with content and see whether attendees drop off at a given time or during a specific topic. Survey Data Helps You Understand Your AudienceHeather Odendaal, co-founder, CEO and event planner, WNORTH & Blue- bird Strategy, says event planners want to create meaningful, memorable and useful events for attendees. In order to achieve this, meeting planners need to learn more about the target audi- ence’s needs and preferences. “Data is a powerful secret weapon to get more insight on what they like, what they find helpful and what content your attendee is searching for at your event,” Odendaal says. Unfortunately, according to Eric Holmen, 55% of enterprise marketers admit they don’t know how to calculate the Return On Investment (ROI) of an event, in many cases because they don’t have the tools in place to capture and analyze event data. “For event marketers and meeting planners, investing in their ability to track and integrate event data is an important priority,” says Holmen, CEO at Splash, a next-generation event marketing platform designed to help teams build and host virtual, in-person and hybrid events. “If an organization invests in events, it’s crucial to prove that these programs are actually affecting the business’ bottom line. And you can’t dem- onstrate event ROI without capturing data.” Identifying a Purpose Meeting planners use data to guide the event and attendee experience. As Lane explains, metrics inform how to plan out the agenda structure, content delivery and expe- riential moments that matter to maxi- mize engagement. “Once the event is up and running, attendee data allows us to make real-time decisions on the venue [physical or digital] and content,” e.g., which sessions to repeat, how many overflow rooms to open, which sessions to livestream; how to manage hallway flow for keynote load in, Lane says. According to Marla Everett, CMP, CMM, CITP, director, consulting solu- tions at Event Travel Management, it’s important to keep data points focused and tied to the overall event and busi- ness objectives. “Planners sometimes get bogged down on asking attendees ques- tions about things that don’t really matter for ROI, such as food and beverage qual- ity or their opinion on the hotel,” Everett says. For example, a travel incentive is intended to motivate people to help an organization achieve a business goal. ROI can be measured by the sales achieved by repeat earners, or even better, by the sales achieved by the earners who were on the cusp of earning the trip last year but didn’t. “And the ROI of a safety training meeting can be tied to the reduction of accidents or errors,” Everett says. “A trade show can be measured by comparing the number of appointments held to the number of RFPs or contracts received from the people you met with.” She adds that it’s also impor- tant to keep in mind that the post-event ROI is ongoing and doesn’t end with the completion of the event. “ROI is only achieved if the data shows that ongoing achievements are aligned with the event’s purpose,” Everett says. And remember, the biggest mistake is not establishing Key Performance Indicators (KPIs) and planning the full “impact framework” early in the plan- ning process. “Without that discipline, measurement gets lip service without realization,” Lane says. “Too often, our industry gets by on just showing a ‘Here are our goals for this event’ at kick-off, and a ‘Here are our post-event survey results’ at the wrap. The best way to get more out of data is to be more disci- plined and purposeful about your mea- surement strategies overall.” In general, Holmen says measur- able event KPIs fall into five categories: attendance quality, demand generation, funnel influence, customer performance and spend efficiency. Attendance quality metrics include the number of attendees and their seniority levels, the ratio of net- new to existing contacts, and the time attendees from target accounts spend at the event. Demand generation metrics look primarily at how many new quali- fied leads resulted from the event, while funnel influence KPIs look at closed deals and win rates associated with the event. And customer performance met- rics capture the similar results driven by attendees from existing accounts, and spend efficiency reflects the cost of the event per contact, lead or opportunity. “None of this data can be accurately captured by attendee surveys. However, event technology that integrates with an existing CRM or marketing automa- tion system can generate this data auto- matically,” Holmen says. “By connecting attendee activity recorded digitally [e.g., check-in, event site engagement, event email responses] to that attendee’s posi- tion in the sales pipeline — through CRM integration — event organizers can effec- tively measure and attribute the actual business outcomes of the event.” It’s important to note that online themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIESJULY 2021 Unfortunately, according to Eric Holmen, right, CEO at Splash, 55% of enterprise marketers admit they don’t know how to calculate the Return On Investment (ROI) of an event. Heather Odendaal Co-founder, CEO and Event Planner WNORTH & Bluebird Strategy Data is a powerful secret weapon to get more insight on what they like, what they find helpful and what content your attendee is searching for at your event. COURTESY OF ERIC HOLMEN discover your rhythm. Take center stage on your next event and escape the everyday in a truly extraordinary getaway with limitless possibilities. Contact our Sales Team today to learn more and book your group. 800.937.0156 | HardRockHolly.com | #GuitarHotel award winner 2020 FINE-TUNE YOUR NEXT MEETING. 21-SHRH-03684 - June The Meetings Mag Ad_rev1.indd 16/22/2021 6:14:29 PM 34discover your rhythm. Take center stage on your next event and escape the everyday in a truly extraordinary getaway with limitless possibilities. Contact our Sales Team today to learn more and book your group. 800.937.0156 | HardRockHolly.com | #GuitarHotel award winner 2020 FINE-TUNE YOUR NEXT MEETING.events allow for much more detailed interaction and activity tracking than in-person or hybrid events. Virtual meetings automatically capture check- in data, leading to more meaningful ROI calculations and insights that can opti- mize event programs moving forward. But the expectation of accurate event analytics and ROI measurement doesn’t disappear when it comes to in-person events. Event professionals need the right technology to track and measure in-person event activity in the same way they do with virtual events. “It’s also critical that organizers look at the data their meeting platform provides,” Dobnikar says. For example, how did attendees engage, and when, during an event? Were there comments and conversations in the chat? When did conversations peak? Did people leave the meeting early? If so, when and why? Capturing data enables planners to know precisely what works and what doesn’t work. It also gives planners the freedom to try new approaches because they can capture intelligence about what resonates. “But, more than anything, they need to conduct a self- benchmarking exercise. Instead of comparing their event’s metrics against the general industry, they need to mea- sure success against their own goals and compare their events against previous efforts,” Dobnikar says. “Meeting plan- ners should look at scoring their sur- veys and weighting data in a manner that is more indicative of future behav- ior rather than immediate feedback.” Steps to Take There is no shortage of ways to cap- ture data, and it depends on how an association engages with attendees dur- ing an event. Kristin Spencer, marketing events manager at Deluxe Corporation, stresses that touchpoints for collect- ing attendee data should be integrated into all aspects of the attendee journey — and planners shouldn’t wait for the sessions or the event to end to engage with attendees. “Pre-event surveys can offer key insight into the mind of attendees just before the event, and can help refine the messages of keynotes, session speakers and even the logistics of the event,” Spencer says. “I’ve found that when attendees feel like the expe- rience is being tailored to them, they are more engaged and oftentimes give higher post-event feedback scores.” Throughout the event, on-site tools, such as an attendee mobile app or vir- tual event platforms, can help gauge both real-time feedback as well as ongo- ing engagement from attendees. Simple, quick-hit questions such as “Who has been your favorite keynote speaker?”, “How was lunch?” or “Are you excited for tonight’s event?” can help offer insight in the mood of the “room.” When capturing event and meet- ing data, Lane begins by designing an “impact framework.” This framework purposefully aligns: • Indicators, the core types of metrics which measure progress toward the goal (e.g., revenue targets). • Initiators, all the places where meeting planners may be able to capture data (e.g., list of individual touchpoints that will create capturable data, such as wearables delivering dwell time in booths). • Inputs, the specific ways to generate and cap- ture data within each initiator (e.g., tracking digital experience analytics, social listening, sur- veys, interviews). By purposefully building a framework in this manner, it keeps the purpose — the KPIs — front-and-center. “Everything maps from the thing we want to measure through the best ways to get that data — the inputs,” Lane says. For many events, the simplest inputs are from surveys (pre, during, post), interviews and pas- sive digital data (e.g., event app engage- ment, website usage). “When the KPIs are more robust, then businesses need to push the playbook to capture more data — like using beacons and wearables to track attendee journeys or expanding use of audience response systems during keynotes and breakouts,” Lane says. So what are the best ways that meet- ing planners should administer surveys and other data capture processes? The short answer is, whatever will get a response. “The longer answer is that we are always looking to add new tools to the mix,” Lane says. “Passive measure- ments like heat mapping and session dwell time are quite valuable in telling parts of the story. Active measurements like surveys are designed around client goals and known attendee behaviors. Incentivizing is always an option.” Dobnikar says surveys need to be easy and quick for meeting participants to complete, and deep enough for planners to identify trends and gather actionable and valuable intelligence. Surveys should also be viewed as a stepping-off point for future interactions. “And don’t overlook the importance of pre-event surveys at the time of registration to themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIESJULY 2021 Pre-event surveys can offer key insight into the mind of attendees just before the event, and can help refine the messages of keynotes and speakers, says Kristin Spencer, marketing events manager, Deluxe Corporation. Michele Dobnikar Executive VP, Virtual Events Business PGi Instead of comparing their event’s metrics against the general industry, they need to measure success against their own goals. DEPOSITPHOTOS.COM 36help tailor the nuances of the content,” Dobnikar says. Odendaal’s experience has shown that the most effective way to gather event attendee data is through the initial registration system or immediately after particular sessions. Some virtual event software, such as Bizzabo and Zoom, allow planners to include a survey imme- diately following the session. “Overall, post-event surveys can also be helpful to collect information on attendee satisfac- tion, feedback on your speakers, speaker suggestions, future event timing, prices and more,” Odendaal says. Ask event attendees immediately after the event for feedback while it’s still fresh in their mind. Online surveys are the least expensive and can reach the maximum number of people liv- ing in different geographical areas. And remember, too often planners only ask for feedback on topics they want to hear about, but it may not provide the com- plete picture of the event. Dobnikar says planners need to understand both the good and the bad surrounding an event to know how to approach future events. “They need to ask questions that go beyond the surface reactions, otherwise, the data they capture won’t be actionable to enhance future events,” Dobnikar says. Brandy Keller, nonprofit event and fundraising expert, and the vice presi- dent of product, education and nonprofit solutions at GiveSmart by Community Brands, says there are creative ways plan- ners can capture attendee data that are outside the norm. Of course, post-event surveys are great, and they are a valuable tool for follow-up. But, the response rate may not get you enough data for accurate insights. “Consider offering low barrier to entry opportunities to kick off your event, such as virtual sneak peaks, special pric- ing or added perks for registering before a certain date,” Keller says. “As you capture useful information with those offerings, consider using it to adjust your commu- nication strategy in real time.” Also, having the right reports that provide the itemized detail you need is the first thing any event planner should make sure their technology supports. As Keller explains, post-event surveys at an in-person event can be automated in some ways using texting. Of course, email follow-up is important to help increase response rates. And Spencer stresses the impor- tance of asking the questions that help the meeting planner better align to the needs of attendees and leave the rest behind. Skip questions about the food, the hotel meeting rooms and other vari- able items that are often out of a plan- ner’s control. “Focus on the things that drive long-term engagement and loyalty to your event, [such as] perception of value, content alignment to the issues they are facing, fulfillment of the attend- ee’s goals in attending the event [and not just the goals as a planner or company], and validate key logistical decisions including ease of access to destination, timing of the events as it relates to key timelines for the industries you are in, and cost,” Spencer says. The Future Role of Data Data is essential today, and it will continue to be the driv- ing force for future events, but it needs to be assessable, digestible and actionable. “Associations can- not go into planning and executing future events without knowing more about past events,” Dob- nikar says. “It’s not enough to merely capture the data; planners must understand what information they have and how to analyze it in a way that helps them tell a story about what worked and what didn’t so they can tailor an event to what the audience wants and expects.” As an event planner, Odendaal has found that collecting data is incredibly useful to create memorable and useful events and bring a group of like-minded people together. “Attendees of virtual events are more comfortable with pro- viding data to meet their needs. With the rise of hybrid events, the majority of organizers are looking for a hybrid software solution that will manage both in-person and virtual events,” Odendaal says. “This will be a game changer in the amount and quality of data that we can collect from our event attendees.” Holmen stresses that data is the key to driving and proving event suc- cess. That’s not going to change. In fact, attendee data will become even more critical as time goes on. “Every event organizer or meeting planner wants to understand how their events impact their bottom line and how to optimize those results. The technology and tools needed to capture the attendee data that matters, and link event performance to revenue impact, are readily available and, in most cases, aren’t difficult to implement,” Holmen says. “All it takes is a willingness to commit to efficiently collecting event data, putting the tools in place to accurately measure event ROI and the desire to know precisely how successful events really are.” | AC&F | JULY 2021 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIES Experts stress that attendee data is the key to driving and proving the success of an event, and attendee data will become even more important in the future. Kristin Spencer Marketing Events Manager Deluxe Corporation When attendees feel like the experience is being tailored to them, they are more engaged and ... give higher post- event feedback scores. 37CONTRACTS DURING COVID-19 Negotiation Tactics in Flux As the Pandemic Wanes BY CHRISTINE LOOMIS themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIESJULY 2021 CONTRACTNEGOTIATIONS DEPOSITPHOTOS.COM 38T he pandemic impacted much in the meetings industry, but does that include negotiating hotel and venue contracts? Some industry experts say no, but those who believe nego- tiations have shifted point to three areas: Attrition, cancellation and force majeure clauses, along with COVID 19-related guidelines and protocols. Tyra Warner, Ph.D., J.D., CMP, chair, Department of Hospitality, Tourism & Culinary Arts at the College of Coastal Georgia, puts shifts into broader cat- egories. “In the short run, the whole market has shifted. The supply side was hit very hard when COVID all but shut down meetings, so right now it is a buy- er’s market, and negotiations in most locations have buyers in the catbird seat, and suppliers willing to sign con- tract terms and offer flexibility that’s highly atypical. I think we were due for a buyer’s market,” Warner says. “Every once in a while, it’s good for both sides to remember that this is a partnership, and we all need each other. Also, it’s been great to see the innovation and creativity that has come out, especially in a technological sense, in moving so much online.” Virtually every meeting today has some hybrid or digital component, she says. “Figuring out that ratio of live to digital is part of the tension of today’s negotiations, as well as part of the deal — how many live participants there will be influences the room block, food and beverage covers, and other practi- cal considerations that go into contract pricing for the supplier.” Finally, there are ever-changing safety guidelines and protocols. “With issues like masks, social distancing and travel restric- tions still in flux, there’s a great deal of uncertainty around meetings,” she says. “This makes contracting very challeng- ing, which brings attrition, cancellation and force majeure language into the forefront in a way they typically aren’t.” Warner also says that what was true in 2020 may not be applicable today or tomorrow. “The force majeure clause, for example, generally applies to an unforeseeable, unexpected intervening circumstance beyond the control of the parties,” she says. “COVID-19 is now very much foreseeable and expected, so what tangential aspects of it may count toward a force majeure clause are likely very different than they were a year and a half ago.” Trying to figure out what will or won’t be pertinent is challenging. “Associations tend to book further out and sometimes book multi- year agreements, so they’re trying to see further into the future and make decisions based on that uncertainty,” Warner says. “I expect to see more language along the lines of an annual review and revision of certain terms of contracts based on each year’s reality in a long-term [3 to 10 year] contract, for example.” RESPECT RELATIONSHIPS While it may be a buyer’s market now, Warner advises keeping rela- tionships top of mind. “Not everyone [including my own clients] agrees with me, but my advice is ‘Don’t kick them when they’re down.’ This industry is cyclical. It may be a buyer’s market now, but the market will turn and become a seller’s market again,” she says. “With the recession in 2008-2009, I saw plan- ners hold tough and get dirt-cheap negotiated deals with hotels. Then when the market turned, some hotels found it worthwhile to cancel those deals to take other pieces of business that were more lucrative even after paying a cancellation fee to the origi- nal planner. My advice is to get great contract terms but be reasonable on pricing. We’re all in business to stay in business.” So where should planners negotiate harder? “In the short-term, suppliers are being more flexible about cancellation deadlines, attrition and other terms,” Warner says. “These are terms that don’t cost them hard money, so these are the terms worth negotiat- ing hard on right now.” Room rates are more complex. They may be lower in some cases right now, but if the revenue to operate a hotel in the black isn’t coming in, the impact is far-reaching. “That has a trickle-down effect that hurts not just owners and investors, but everyone on the payroll,” she says. “It also prevents needed reno- vations from being made, it prevents equipment from being replaced, etc. I think rates will go back to pre-pan- demic rates as quickly as the market will bear it.” One trend Warner hopes will con- tinue is increased popularity of sec- ond-tier cities. “Second-tier cities have always had a lot to offer, in my opinion. I think the fear of flying was temporary and people will quickly get over that, but this is a great opportunity for sec- ond- and even third-tier cities to pro- mote their advantages, and I hope their DMOs are mobilizing major campaigns around this so that the trend contin- ues.” When it comes to negotiating con- tracts, Warner advises planners to think ahead “Be fair, be kind and remember the situation will change. Get the best deal you can for your organization, be a great advocate for your client, but remember that what goes around comes around. If suppliers negotiate with you in the future in the way that you’re negotiating with them today, will you be happy with that?” Cheryl Payne, CMP, CMM, strate- gic partner with INNOV8 Meetings, also points to changes in cancellation terms and room rates as concerns for 39 JULY 2021 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIES Negotiation experts think planners should be able to get good deals in second-tier cities such as Tampa, pictured, as meetings are trending in smaller destinations in the early stages of coming out of the pandemic.Next >