< Previousthe errors in RFP strategies that other planners may have made — and avoid doing the same. One area to avoid is providing either incorrect or too little information. “From the RFP to the proposal, to the contract and ban- quet event order (BEO) – there could be a huge miss from one document to the next,” Garcia says. “Ultimately, the RFP must be correct so that the final product, the BEOs and all the pieces fall in line.” The more information pro- vided makes the RFP process much smoother for both the venue and the meeting planner. Sometimes, there is not enough detail when an RFP is originally sent, or details don’t match what is being proposed, so a sup- plier may have to reach out to the planner to receive more details on the event. Even though it’s important to provide the event’s key details, Pasha says, it’s also imperative to keep the RFP sim- ple: Delete any words about presentation topics, speakers, etc. and focus on exactly what the group needs. “Show the day-by-day room block, the daily space usage and a bullet-point list of requested concessions,” Pasha says. “Concessions should include the comps, upgrades, special services and price-points you want from the hotel. Be sure to include specific history of the group, showing the last two to three years by date, location and hotel. The sales man- ager will review everything with their directors of sales and revenue. The booking that generates the best-proven reve- nue-profile wins.” Deshetty sug- gests meeting plan- ners include enough time for suppliers to ask questions and get responses. “It is very likely that if one vendor asks questions, others will have the same ques- tions,” Deshetty says. RFP Requirements The basic elements of an RFP are the dates, the meeting type (board meeting, sales, team building, etc.), number of attendees, how many guest rooms per evening, meeting space and sets, meal requirements, audiovisual requirements and meeting history. Specifically, the RFPs should include: • The client and its business • Meeting/event goals • Pertinent meeting information (dates, location/preferences, number of attendees) • Meeting/event overview including agenda • Event history • Services required • Budget • Decision factors in order of importance • Response deadlines • RFP instructions that include expectations for the response (capabilities, references, samples of work) • Contact information for questions and who receives the proposal In current RFPs, planners should include their requested concessions, clearly spelled out. “Bear in mind the hotel may not extend all of them, but it’s a good basis to negoti- ate,” Pasha says. Planners should also include any clauses required by their legal department. Most hotel companies have an in-house library of approved clauses, so be sure to see what clauses are typically offered for attrition, cancellation, resell and rebook, renovation and more. “Recently, many planners have added service standards A strategic RFP resulted in this Corporate Meeting Awards dinner setup. C o u r t e s y o f B r i g h t s p o t 30 April 2023 | Corporate & Incentive Travel | TheMeetingMagazines.com (For a strategic RFP,) a meeting planner should try to include budget, program history, program details and decision timeline. GENNY CASTLEBERRY, CMP Director of Sourcing, Brightspot Incentives & Eventsto their RFP, mostly in response to hotel staffing issues in the post-COVID world,” Pasha says. Some standards may include: One server per 20 attendees at a banquet, one bar- tender per 75 attendees, daily housekeeping, open food and beverage outlets and other items. “Well after COVID, many hotels have extended lim- ited staffing in banquets and housekeeping, but are still charging full-service pricing and maximizing prof- its,” Pasha says. Specific arrival- and departure-pat- terns are critical to the RFP, and it should show that the daily use of meeting space follows the room- block bell-curve of most book- ings. “Planners should work to limit multi-day set-ups, which makes even the best booking a ‘space hog’ to the hotel,” Pasha says. “Most hotels are built with 125-150 sf of space per group-room, so if a group exceeds that, the booking is space-heavy and will not be accepted. Also, a daily-catering spend ranging from $150- $175 per room, per day (plus service charge and tax) is critical for most convention hotels.” From a planner’s perspective, hotels and vendors often use standard responses and don’t take the time to prepare a custom response. Look for properties that are will- ing to take the extra time and respond with a high level of detail. It will be expected when the event is underway. Also make a note if the date or your program is flexible. That simple step can drastically change the way the hotel responds to your RFP. “Given the current climate with lack of hotel availability and compression for space between corporate clients and the leisure market, the more flexible you can be, the better the odds of receiving positive responses from hotels,” Castleberry says. “Include attachments if your program has a significant amount of meeting space too. Also focus on your top conces- sion must-haves, rather than a lengthy list of wishes. This will assist the hotel’s sales manager in making a case for your pro- gram to his/her revenue manager and whether the property will submit a proposal or turn down the opportunity.” Planners also should know that hotel sales managers are trained to sell three things: space, rates and dates. As Pasha points out, sales managers are also trained to allow planners to receive their preference for just two of the three items. “Many planners send a list of demands to the hotel that are disproportionate to the size of the group, and the hotel or center will specifically avoid booking the group and give the space to another, more reasonable planner,” Pasha says. Make sure RFPs are very specific to counter a wave of con- tractual “traps” that many hotels have added to their contracts. “Many hotels have added clauses during COVID that are one-sided in the hotel’s favor,” Pasha says. “Some attempt to charge rooms and F&B attrition on a day-by-day basis, when it had formerly been on a cumula- tive basis.” Some hotels try to extend VIP upgrades over the peak nights of a booking, when VIPs prefer to arrive early and stay late. Even in-room internet has been changed to basic bandwidth, so if the guest requires better Wi-Fi, there is an up charge. “For any item that is impor- tant to you as the planner, be sure it is clearly spelled out,” Pasha says. “Also, because sales managers are constantly mov- ing in and out of the business and from hotel to hotel, be sure you have a signed and counter- signed agreement for every booking.” And remember to proofread the RFP since it should look professional. It is also important to avoid generalizations, so be as specific as possible in all RFP sections, as this minimizes miscommunication. Finally, don’t forget to inform all of the potential destinations after a decision has finally been made about where the meeting will be held. Hotels and convention centers are holding valuable meeting space and guest rooms, which could be sold to another group. After all, it’s important to keep the line of communication open with all the vendors. And be ready to explain why their site was not selected to host the meeting. C&IT Discuss with your team to make sure everything is correct with your RFP so that everything is specific to your needs. D e p o s i t P h o t o s . c o m TheMeetingMagazines.com | Corporate & Incentive Travel | April 2023 31 Be sure to supply your responses to all your vendors to ensure that everyone can work with you for the best possible solution. VINNU DESHETTY Founder and CEO, EVA Event Tech HubI n an age when technology controls many facets of a business, attention to cybersecurity is becoming paramount as event planners recognize how digital breaches can rob them of vital intangible assets. More importantly, it can jeopardize the well-being of event organizers, staff and attendees. With the internet comes many avenues for an event plan- ner to further enhance their business practices within the realm of event organization. From online registration, social media marketing, and online access of presenters’ docu- ments, nearly every facet of an event leaves a digital foot- print. With this access comes the risk of receiving malicious programs, or malware, that allow a hacker direct access to business systems, credit card information, and other per- sonal information of planners, presenters and attendees. David Guse, vice president and data protection officer at Meetings & Incentives Worldwide, says phishing and spoof- ing continue to be a big concern as they become more believ- able. Individuals often voluntarily provide sensitive security information, such as passwords or routing numbers for pay- ments, without verifying if the email is legitimate because of the convincing format or the “high alert for response” type of messaging. “Never, ever, give out your passwords remains rule No. 1,” Guse says. The meeting and event planners at Meetings & Incentives Worldwide are updated and well-trained on cybersecurity developments in the industry. “We follow best practice guidelines in updating pass- words – even though we know that it is tedious and repeti- tive,” Guse says. “We monitor industry standards and devel- opments to stay ahead of the ‘bad guys’ curve and apply these practices. Yes, multi-factor authentication is your friend.” Guse and other industry leaders turn to cyber- security experts. So what do cybersecurity criminals look like? Cybercrimi- nals come in all shapes and sizes – and from any number of demographic backgrounds – but what they’re looking for is simple: access to personal information and data they can use for malicious purposes. These individuals often take advan- tage of an unprotected network where there are multiple users connected to the same network – such as at events and large-scale meetings. Open Wi-Fi networks allow cyber- criminals to easily distribute malicious software (malware) to everyone connected in the blink of an eye. Cybercrimi- nals also may attempt to gain access to restricted areas of a conference venue or to obtain information through social engineering tactics, such as pretending to be a vendor or con- ference staff member. Jacqueline Beaulieu has worked across all sectors of the trade show, events and association industry. Currently with Poretta & Orr Exhibits & Events as the director, strategic marketing and client engagement, Beaulieu has spent nearly 16 years with Healthcare Convention & Exhibitors Association (HCEA). She is on the board of directors for BY MAURA KELLER Combatting Cybercrime — From Stopping Phishing & Malware to Defeating Imposters STOPPING THE BREACH 32 April 2023 | Corporate & Incentive Travel | TheMeetingMagazines.com PLANNER TIPSMeeting Planners International Medical Meeting Planner Advisory Board, Georgia Chapter of Meeting Planners International, and the Exhibition and Events Workforce Development Federation. According to Beaulieu, some of the biggest cybersecurity issues that meeting planners may encounter include unscru- pulous people that pose as corporate, association or meeting planning staff trying to sell either mailing lists or room blocks. “This is an ongoing problem and one that planning staff needs to educate others about,” Beaulieu says. “Inevitably attendees fall for this year after year.” Beaulieu also points to phishing or malware attacks by criminals trying to obtain information via fraudulent ways, such as an email. Those sending the emails, and the emails themselves, look legitimate but they will be used for inappro- priate purposes. In addition, attacks are now being directed to non-IT systems, which traditionally have been ignored, such as printers, security cameras and building control sys- tems. Phishing and social engineering are also used to look for specific accounts or staff who may be easily spoofed into providing unauthorized access. “Meeting planners collect information that is private, and a data breach could expose this information,” Beaulieu says. “Preventing this through a variety of security measures is advisable so as to not be exposed to legal or financial legal matters. Often this can happen via the Wi-Fi network and meeting planners may need to take steps to secure the net- works and educate attendees on how to use them safely.” Alyssa McArdle, director of events at NeuGroup, agrees that today’s meeting planners face several internet security issues when organizing meetings, especially data breaches, hacking and phishing. “One of the biggest cybersecurity issues meeting planners face is the risk of data breaches,” she says. “This can happen when sensitive information about attendees, speakers, or the meeting itself, is stolen, leaked or exposed. Adobe Stock TheMeetingMagazines.com | Corporate & Incentive Travel | April 2023 33Hackers can try to gain access to a meeting’s online platforms, such as video conferencing tools or virtual event platforms, to steal data or disrupt the meeting. Meeting planners and attendees may be targeted by phishing attacks, where fraudulent emails or messages are used to trick individuals into sharing sensitive information or clicking on malicious links.” Digital criminals may also use social engineering tactics to manipulate meeting planners or attendees into revealing sensitive information. Social engineering isn’t a cyberat- tack. It is when bad actors gain the trust of their targets, so they lower their guard and give up sensitive information. “As technology continues to play an increasingly impor- tant role in the meetings and events industry, it is incum- bent upon planners to ensure data and information is safe,” Beaulieu says. Steps To Take Cybersecurity used to be viewed as an IT problem, but as the threats have changed, meeting planners have begun to include cybersecurity into the meeting planning manage- ment team, and for good reason. Most cybersecurity breaches occur where care is not taken to secure network infrastructure from illegal intrusion. Also, operating systems and virus detection software must be kept updated with the latest security patches in place. Not only does this mean that networks, servers and PCs must be configured in the most secure fashion available regardless of event size, but ongoing logging of the network traffic must also be maintained. Security patches are a method of updat- ing systems, applications or software by inserting code to fill in, or “patch,” the vulnerability. One of the best approaches for planners to use in convinc- ing organization executives that funding directed at cyber- security for an event is essential remains following a “best practices” cybersecurity framework. This also establishes a firm plan that can help with financial justification if a cyber- security breach does occur at an event since you will have been adhering to a well-established security strategy, rather than arbitrary “off the cuff” security spending. Poretta & Orr, on behalf of its clients, has had to work with partners to ensure various security measures were imple- mented at many of the events the company has planned. “We have found that these can be achieved in a variety of ways,” Beaulieu says. These include: • Secured Wi-Fi networks. • Encrypting information. • Two-factor authentication, which provides an added sense of security beyond one password. • Compliance with General Data Protection Regu- lation (GDPR) and implementing the nine steps typically outlined to keep data secure. California state officials have implemented data protection rules that need to be followed for those holding meetings in California. • Training staff to recognize risks and educate them on how to conduct interactions online safely is also growing in popularity. • Similar in concept to hazard insurance for meet- ings, cybersecurity insurance protects, in various degrees, attendees from digital threats. McArdle and the team at NeuGroup recognize they have to make sure that all data is stored securely and encrypted, and that access to sensitive data is restricted to autho- rized staff only. “We must ensure that any virtual or streaming platforms we use are secure and have robust authentication proce- dures in place to prevent unauthorized access,” McArdle says. “And we have to educate staff and attendees about the risks of phishing attacks and encourage them to take steps to protect themselves, like not clicking on suspicious links or downloading attachments from unknown sources.” McArdle advises fellow meeting planners to take a com- prehensive approach to cybersecurity: risk assessments; planning and ongoing monitoring; and training to ensure they can manage the various digital threats. It’s also important to partner with trusted cybersecurity professionals who are well-versed in the meetings and events industry when appropriate. Cybersecurity professionals Adobe Stock 34 April 2023 | Corporate & Incentive Travel | TheMeetingMagazines.com We have to educate staff and attendees about the risks of phishing attacks and encourage them to take steps to protect themselves. ALYSSA MCARDLE Director of Events, NeuGroupneed to have a broad range of skills beyond IT, including business process, vendor management, physical security, threat awareness and business continuity management (not just disaster recovery). Guse also recommends meeting planners remain vigi- lant with regard to security issues. “Protect yourself and the information you work with,” he says. “One additional email or phone call to confirm is so much better then to just give a response that can cost you much more in the long run. And by all means, simply look at the email address that is coming from the sender, for example, because you will probably catch that it was sent from another email address then the actual sender. This is a big red flag to help you identify spoofing.” Meeting planners at Poretta & Orr always discuss with clients their security needs and goals, then the meeting planners work with professional cybersecurity partners to determine the appro- priate level of security to keep safe the attendees’ information. “This is an example of the importance of working with a partner that is an expert with a proven track record,” Beaulieu says. “Often clients don’t know what is needed, but an important step in determining this is under- standing who their attendees are.” Beaulieu recommends event planners work with reputable and expert partners in cybersecurity. Then, be sure to create a com- prehensive checklist of tasks that need to be followed. “Do not deviate from this list and take shortcuts,” Beaulieu says. “This is not an area that warrants ‘fast and easy.’ Making even the smallest change in a meet- ing registration format, adding a new field of information, or change to a database, can cause unintentional problems. Always consult your partners or experts prior to implement- ing data changes to understand the impact of that change.” It’s also vital to remember that virtual events are just as susceptible to a variety of cybercrimes as are in-person events. And as virtual events continue to gain momentum as attendees recognize the ease and accessibility being offered to participate in events near and far, cybersecurity issues also need to be addressed in this realm. This type of cyber- crime also includes data theft and conference interruptions or obstructions to the conference operation. Meeting planners should choose a virtual event platform that is secure from potential cybercrime. These platform providers can provide the details needed for planners to adequately evaluate the safety and security of their programs. So, what should a planner do if he or she suspects a cyber- security breach? First of all, attendees should immediately be notified so they can run antivirus and other software to insure their laptops, tablets and mobile phones have not been hacked. Changing passwords is also para- mount and this should occur across all emails and social media accounts. Attendees should keep a close watch on their financial accounts and credit cards. Meet- ing and event planners also should establish a contingency plan in case of a cybersecurity incident. This plan should include an established response team (as well as the roles of each member of the team), a backup system and a communica- tion plan for all stakeholders. Future Planners Could Become More Proactive The line between business cyber-risk and personal cyber-risk within the meetings and events arena has never been blurrier. That’s why companies and indi- viduals cannot afford to ignore it. Cybersecurity will continue to be a challenge. Lone wolves, terror- ists, those engaged in espionage and even the disgruntled worker will continue to target indus- tries, including the meeting and events industry. Though training and vetting of security and data-manage- ment procedures are taking place throughout the events industry, experts agree that the planners must be mindful that procedures should evolve as threats change. Best practices must be adapted and efforts must be undertaken to ensure that others are adapting as well. Com- placency or viewing cybersecurity threats as static, rather than dynamic, is a recipe for disaster. Many industry experts hope that cybersecurity in the meetings and events arena will switch from a reactive posture to one that is proactive, allow- ing meeting planners to better combat threats to security. “I can’t imagine a time when we will be free of unscrupu- lous individuals,” Beaulieu says. “With technology evolving at warp speed, this is an area that meeting planners need to stay on top of with either their own internal cybersecurity staff or through a trusted expert cybersecurity partner.” C&IT Adobe Stock TheMeetingMagazines.com | Corporate & Incentive Travel | April 2023 35 McArdle and the team at NeuGroup recognize they have to make sure that all data is stored securely and encrypted, and that access to sensitive data is restricted to authorized staff only. the look, feel and size of many of today’s gatherings have been altered. In addition to well-established cleaning pro- tocols and hybrid options, more companies are embracing smaller meetings for a many reasons. And although large- scale events and conventions continue, smaller meetings are being celebrated for all they have to offer. Lee Gimpel, an event designer, conference facilitator, and meeting trainer in Washington, D.C., says that for all the talk of the pandemic being over, along with travel and meetings coming back, some organizations still seem to be hedging their bets. “If you’re not convinced that everyone who used to attend in person is still going to show up, and you’re generally feeling less certain about people’s willingness and ability to travel, then it’s easier to bet on a smaller event versus a bigger one,” says Gimpel, founder of Better Meetings, a firm that creates in-person, online and hybrid events on team meetings, con- ferences, retreats and networking. He adds it can come down to a matter of perception: If there is lower demand, a smaller event that sells out Small, But Mighty Smaller Meetings Make Sense When Encountering Restrictions BY CHLOE LABELLE A s meetings and events continue to rebound after the pandemic, 36 April 2023 | Corporate & Incentive Travel | TheMeetingMagazines.com MEETING TRENDSfeels better and more successful than a big one with a lot of empty chairs. Also, there seems to be a newfound recognition of just how important it is for people to connect with other people at events. “You can certainly do that at massive events, but it’s gen- erally easier to connect – and continue to reconnect – with peers and colleagues at a smaller, more manageable meet- ing,” Gimpel says. Heather Pilcher, CMP, CEO and executive producer of Blue Spark Event Design, says that post-Covid, companies are trying to connect on a more intimate level with their attendees, and make each event count. “Broad marketing, buzzword goals are a thing of the past,” Pilcher says. “Individualization and multiple touch points are how corporations are looking to connect with their audi- ences at events and conferences.” Smaller meetings also may dovetail with a trend towards more regional and niche events, as well as a move towards building persistent communities rather than one-time events. And, at a time when it can be hard to find venues, suffi- cient AV equipment and staff- ing, smaller meetings seem more feasible. As Gimpel points out, there are, after all, many more potential venues for a 50-person event versus a 5,000-person event. “Of course, we’re also see- ing really large meetings again so it’s not that all meetings have reverted to a small-ball lineup these days,” Gimpel says. Small Meetings Mean Better Networking Interaction and network- ing aside, smaller meet- ings offer a wealth of ben- efits for both attendees and meeting planners. “Smaller meetings enable both attendees and planners to accomplish event goals that are impossible in large atten- dance events,” Pilcher says. “For example, a more intimate setting provides the ability to gather detailed feedback on the year’s initiatives. It also offers a great opportunity to really get to know your peers or colleagues through team building and predesigned bonding moments throughout the program.” According to Gimpel, when it comes to small meetings ver- sus big meetings, in many cases, smaller meetings are easier to build and navigate. For example, a single-track event is easier than having 10 different things happening at the same time. “That makes it a lighter lift for planners and is easier for attendees because they don’t need to worry about where they’re going next,” Gimpel says. “And it can be a more uni- fying experience if everyone at the event is doing basically the same thing, rather than there being a multiplicity of dif- ferent experiences.” Also, if you think about a metaphor of big schools versus small schools, the chances are much better that you are going to get to know people better, and feel more a part of the event, when it’s smaller. “In a way, that just means that networking can be better at a smaller event, but it’s perhaps something more impor- tant: that it’s more feasible to create a sense of belonging and camaraderie with smaller meetings,” Gimpel says. Key Attributes of Small Meetings: Bonding, Flexibility & Sharing New Ideas The most important element to any event or meeting, regardless of size, is “why” you are having the event. As Pilcher explains, if the goal is to share knowledge about an industry sector, and gather as many of those attendees together as possible to connect, a large conference may be a better fit. If the goal is to create a more inti- mate setting where bonding between specific individuals and creating new ideas is important, then a smaller meeting made up of a curated list of attendees may be best. “The key to determining the right size for your meeting is to first establish the ‘whys,’ and then design specific mile- stones and touch points to accomplish them,” Pilcher says. Indeed, rather than thinking about a “must have” for smaller meetings, Gimpel tends to think more about a “must- do.” As he explains, with big meetings, attendees can per- haps forgive a sense of the event as being all about logistics Quorum By Convene opened a new 40,000-sf meeting and events space in NYC. Courtesy of Convene TheMeetingMagazines.com | Corporate & Incentive Travel | April 2023 37and efficiency, and therefore lacking a personal touch. But if you’re intentionally planning a small meeting, it really should be personal and, to some extent, intimate. It doesn’t neces- sarily have to be white-glove service, but it should be a lot closer to that versus a big “cattle call” of an event. “A focus on service and personal connection should carry through the whole event, but it’s worth just thinking about how registration might go at a big event versus a small event,” Gimpel says. At a big event, there may be dozens or hun- dreds of people registering at the same time and the focus is on speed and efficiency to get everyone processed and on to the next step; it’s like a fast-food checkout. On the other hand, at a smaller event, the president of the organization, or people who sit on the board, could personally welcome everyone as they register and really get to know them as part of the process. And as Pilcher points out, smaller meetings need a more personalized invitation, not a generic, catchall invitation that is bland and uninteresting. Companies need to show their target attendee that it’s important that he or she attends, not just anyone. “Offering exclusive opportunities or activities also cre- ates a more attractive incentive for attendees to participate,” Pilcher says. “For example, a meeting hosted by one of the ‘Shark Tank’ (TV) celebrities in a small group of 30 is a much more appealing experience than hearing that same speaker from a stage in front of 1,500 attendees.” One of the very first conferences that Gimpel was involved with in his career was a regional event for writers and it only had a few hundred attendees. But one of the things that made it so successful was that attendees really felt like they had a chance to meet and talk with the big, famous speakers, even getting the opportunity to casually have lunch with them. “That’s the kind of advantage that you have with smaller events and if you’re not leveraging it, then it probably feels like a wasted opportunity for attendees,” Gimpel says. When Gimpel works with organizations, he usually starts by asking them what a home-run event would look and feel like. “Inevitably, their answer involves some version of ‘people really connecting with each other’ but the events they’ve been running didn’t do that; or they just leave that connection piece to lucky happenstance,” he says. “Along with a lot of other intentional planning and design, smaller events help us foster a sense of community and let us achieve that home-run vision.” Therefore, Gimpel’s advice to meeting planners who are trying to entice attendees to consider smaller meetings is to “sell the people.” As he points out, that smaller event really provides an opportunity for people to meet and connect with their peers in a way that an event that fills up a convention center can’t. “But, the other side to this is that you do have to actually deliver on your promise,” he says. “If a smaller event is going to provide bet- ter connection – and that might mean more learning, more problem solving, better career opportunities, etc. – then you can’t just stick attendees in a big room and have them watch lectures over and over. That misses the opportunity. In a way, you’re promising quality over quantity so the quality really does have to be there.” In addition to the above elements, Pilcher says meeting planners can focus on the individual attendee’s experience in all areas of the program, such as seating arrangements, unique F&B offerings, exclusive offsite activities, branded swag, etc. – and use these crafted elements as tie-ins to team building, product training or awareness, recognition, net- working, and other conference or meeting goals. “Spending more of budget dollars on the things that attendees see, hear, touch and do demonstrates the value of attending,” Pilcher says. Jill McCluskey, senior director of meeting & events at Convene, adds that the need for workplace flexibility is at the top of everyone’s mind, and that goes for meetings and events as well. She says the trend towards smaller meetings is driven, largely in part, by the increased demand for hybrid capabilities – while there may be fewer guests on-site, the ability to seamlessly integrate virtual attendees allows these events to reach a broader and more dispersed audience. With today’s workforce more dispersed than ever, Con- vene has witnessed a shift in the scope of meeting schedules among some of its clients. Many are hosting several smaller, Small meetings create a more intimate setting leading to increased bonding and better communication. Courtesy of Convene 38 April 2023 | Corporate & Incentive Travel | TheMeetingMagazines.comregional events throughout the year, rather than one large annual event. This encourages greater in-person participa- tion and allows for a more collaborative event. “There is something special that happens when you bring people together and we’re committed to fostering that feel- ing,” McCluskey says. “For small meetings and events, having the right environment and space to meet is critical. Pay close attention to the layout for these events, smaller groups need to feel comfortable and not lost in the space. And, of course, incorporating inspiring design, great food and warm hospi- tality can create an extraordinary experience for attendees, no matter the event size.” Small Event Challenges Include Budget, Attendance and Venue Although smaller events should require less time, energy and cost than big events, Gimpel says the reality is that they still require a lot of work, sometimes almost as much as a large event. “Similarly, it can be hard to get the best speakers because the audience and the budget don’t allow for that, whereas big events can splash out,” Gimpel says. “That also goes for trappings like decor or an entertainer. As a result, it is perhaps easy to spread one’s self thin with a small event, which can be particularly difficult because a smaller event seems to demand more personal attention and care than big events.” Also, it’s tempting for meet- ing planners to want to run a small event like a big event where connection often takes a backseat to simply putting attendees in seats and churning through an agenda of lectures, rather than really helping them to engage and connect with each other and the content. Pilcher stresses that the biggest challenges facing smaller gatherings are bud- get, attendance and venue. While budget numbers are a concern for all meetings and events, it can be particu- larly difficult challenge for smaller con- ferences as there is less wiggle room for fluctuating costs. “And attendance is a challenge because with smaller groups, one less paying attendee can greatly impact the over- all budget,” Pilcher says. “And venues present yet another challenge because if your group only needs a small number of room nights, but is looking for lots of meeting space, it will not be an attractive fit for many hotels [and resorts].” McCluskey adds that shifting your strategy from one-large annual-event to several-smaller regional-events throughout the year can lead to a more strenuous and time-consuming process for planners. “Working with a single-solution provider with a pres- ence across a number of cities can help alleviate some of the stresses associated with multi-event planning,” McCluskey says. “As a general trend, we also see these smaller meetings generate a higher volume of positive feedback for the overall experience.” Successful Smaller Events Tend to Grow The reality is that small meetings have a habit of growing into bigger meetings if they’re successful. “But, on the other end, we tend to not pare back bigger meetings as they mature,” Gimpel says. “It’s attractive to try out an idea or focus on a niche audience and then, if it is works, continue to add to the event until its small ori- gins are unrecognizable.” With respect to the trend in meeting size, Gimpel expects that the meeting and event indus- try will probably see more hybrid events over the next few years. “Where there might have only been one big national conference in the past, we might now see a central event, and then a constellation of smaller, regional meetings that tie into it, connected by an online platform,” he says. “Also, if air travel and hotels continue to be so jammed up, smaller regional events start to look more attractive to planners and attendees who can just hop in a car and spend the night in their own bed rather than getting stuck [somewhere].” C&IT Jill McCluskey, of Convene, says smaller meetings tend to generate more positive feedback overall. Courtesy of Convene TheMeetingMagazines.com | Corporate & Incentive Travel | April 2023 39 Individualization and multiple touch points are how corporations are looking to connect with their audiences at events and conferences. HEATHER PILCHER, CMP CEO and Executive Producer, Blue Spark Event DesignNext >