< Previousmanagement, said. “Social media has evolved from a simple promotional tool for meetings and events to an integral part of the entire event lifecycle. The shift toward video content like reels, live streams and stories allows for more engagement and is preferred by social media platform algorithms.” Nowadays, events go beyond just the time and place they happen. As Wojciechowski explained, social media engagement before, during, and after the event keep the experience alive longer. This is evident through the use of things like hashtags and content created by attendees. Additionally, robust social media analytics offer valuable insights into audience behavior and the effectiveness of marketing strategy. BENEFITS & CHALLENGES Social media really drives business. It ultimately drives rev- enue for the meeting planner and their company. It helps them to gain followers, exposure, potential clients and referrals. Some planners might seem to come across as too ‘show- boaty,’ But if you’re not going to promote yourself, who is? Looking at the social media account of someone who is very active online can make you wonder, ‘Does that person ever work?’ After all, you may see them on trips and on the beach, etc., and not spending much time at work. Well, it could be that that person really does not need to spend much time at work, or it may be that they are showcasing the fun aspects of their job versus the mundane tasks like budgets, spread- sheets and billing. From a professional marketing perspective in which independent planners promote themselves and their work, in Villa’s opinion, you will see sole proprietaries use Instagram to build their brand through network marketing on social media sites. “They can easily provide a quick journey and or experience through live footage, pictures and captions,” Villa said. “Corporate planners aren’t normally selling their skill themeetingmagazines.com 20 DECEMBER 2023 | INSURANCE & FINANCIAL MEETINGS MANAGEMENT COURTESY OF KAREN ETCHELLS / INNOVAST DIGITAL MARKETING Using social media not only helps create buzz about an event, but also can be used to share content after the event for those who were unable to attend, or to help ossify the key points long after the event is over. Karen Etchells, digital marketing strategist at Innovast Digital Marketing, said there are some key mistakes that she sees meeting and event planners make as they relate to using social media for professional marketing purposes. These include: Lack of strategy and goals Many meeting professionals dive into social media without a clear strategy or defined goals. It’s crucial to outline your objectives, identify your target audience, and develop a well-thought-out plan to achieve measurable results. Avoid inconsistent branding or messaging, focusing solely on self- promotion, and neglecting to engage with comments and messages. It’s important to respond promptly, show genuine interest, and foster meaningful conversations to build trust and loyalty. Misusing or overusing hashtags This can hinder your visibility and reach. Research relevant and trending hashtags in your industry. Avoid using generic or unrelated hashtags that won’t attract your target audience. Ignoring platform-specific best practices Each social media platform has its own nuances and best practices. People often make the mistake of using a one-size-fits-all approach, which may not yield optimal results. Etchells recommends plan- ners tailor their content and engagement strategies to the unique features and preferences of each platform. Social media trends and algorithms Because social media trends and algorithms are ever-changing, failing to adapt to new features, algorithms, and emerging plat- forms can hinder a planner’s vis- ibility and growth. Stay updated on industry trends, embrace new features, and be open to experimenting with dif- ferent strategies. Ignoring negative feedback Not addressing negative feedback or customer com- plaints on social platforms can harm a planner’s online repu- tation. Respond promptly, professionally and empathetically to maintain a positive brand image. Mistakes to Avoidset to outside parties as they are focused on the company’s objective, building an experience for those attendees that will then build relationships and brand.” TIPS FOR SUCCESS The best strategy for using social media for professional media is understanding the audience. Researching their pref- erences is crucial. As Gibson explained, examining successful marketing campaigns from other meetings and events also can provide valuable insights. Utilizing recap insights, fun reels or striking photos helps engage the audience, who are seeking content to enhance their careers and gain key insights for success. “I have observed meeting planners successfully shar- ing key insights on LinkedIn after attending conferences or events,” Gibson said. “Moreover, Instagram and TikTok have been effective platforms for planners to provide glimpses into the daily life of a meeting planner or document the entire conference journey, from traveling to the destination to the culmination of the event.” Gibson has also seen several meeting planners use Linke- dIn to propel their careers and increase their personal brand. Engaging with other professionals and sharing valuable insights on that platform has proven advantageous. The main advantage that Gibson noted is increased visibility and exposure to a broader audience. When using social media for event marketing, Wojciechowski said there are a few strategies that typically stand out in terms of effectiveness. For instance, livestreaming the event can help reach individuals who can’t attend in person, while pre- event sneak peeks or behind-the-scenes footage can build anticipation. “You might consider creating a series of expert inter- views, tutorial-style content related to your event’s theme, or even ‘day-in-the-life’ videos of event preparations,” said Wojciechowski. Engaging with your audience is key. For that rea- son, planners should encourage user-generated content through event-related contests or hashtags, and remem- ber to reply to comments or questions promptly to foster a sense of community. “Social listening can also be useful to understand what attendees are saying about your event, which can provide valuable insights for future improvements,” Wojciechowski said. “However, avoid posting content that doesn’t align with your event’s theme or brand image. Consistency is key to cre- ating a cohesive online presence.” SOCIAL MEDIA FOR PROFESSIONAL GROWTH To enhance the use of social media for professional event marketing purposes, Gibson recommends planners take the time to refine and update their profiles and bios for a strong first impression. They should also follow and engage with highly active individuals in the industry to build connections and join relevant conversations. And capture a variety of pho- tos that showcase their work. “Finally, create a small action plan for posting, such as sharing action photos to evoke empathy and insights to provide valuable information,” Gibson said. “Don’t overthink it, and embrace your authentic self in your posts.” By sharing valuable content like event planning tips, indus- try insights, or testimonials from past events, planners can use social media to establish themselves as experts and build trust with potential clients. “Showcasing their work through compelling visuals, hosting Q&A sessions, or sharing behind-the-scenes stories also makes their brand more relatable and transparent,” Wojciechowski said. The pros of this approach are multifold. It broadens planners’reach, enhances their reputation, fosters relation- ships, and can lead to new opportunities. However, there are potential cons to consider. Social media marketing requires a consistent commitment to content creation and community management, and it opens up the professional to scrutiny. “Negative comments are visible to all, so handling criti- cism gracefully is a must,” Wojciechowski said. “Despite these challenges, social media can be a powerful tool for career advancement in event planning.” For those who are unsure how to keep up with social media and its demands, there are plenty of quick online courses that will take you through the steps of how to properly use social media. There is a great deal of content out there showing peo- ple how to take photos easily and effectively and how to then post them on social media like Instagram and TikTok. There are also videos on how to use YouTube and upload files, as well as the steps on how to post these on different platforms. In order to achieve the best quality photos, planners should also invest in a decent phone and learn how to use fil- ters. It is important to evaluate carefully what gets put out into the world. Not everything you think should be posted should actually be posted. Learn how to edit yourself for maximum results. Follow your peers and industry colleagues, see what others are doing in this space and see if this is how you want to present your work. Follow your competition. Some people are bolder than others and some are more conservative. Find your own voice and style. For meeting planners new to professional social media marketing, Wojciechowski suggested starting with exploring what other successful content creators in the field are doing for inspiration. Don’t overthink things too much to the point of analysis paralysis; the best way to learn is by diving in and getting hands-on experience. It’s okay to start small, he said. Experiment and adjust your strategy based on what works for your audience. Remember, social media is about connection and authenticity, so let your unique personality and expertise shine. I & FMM INSURANCE & FINANCIAL MEETINGS MANAGEMENT | DECEMBER 2023themeetingmagazines.com 21 Duane Gibson Small Business Social Media Advisor, Owner, Spelled With U By leveraging social media effectively, they can increase awareness, generate excitement, and drive membership growth for their organizations.Staying Ahead of the Ever-Changing Process BY CHRISTINE LOOMIS C ontracts are a critical element of planning meetings. Not only do they directly impact budget and ROI, but they eliminate mis- communications. Yet, they’re not static. What hotels ask for and what planners need changes over time. Merely going with what ‘used to work’ can put organizations at a huge disadvantage. With that in mind, planners must be actively involved in stay- ing ahead of the ever-changing process — shaping contracts and reading every clause, every line. FORCE MAJEURE, CANCELLATION & TERMINATION Not surprising, force majeure and cancel- lation clauses are a primary concern — and they’re often confused. “The rule of thumb I follow is, if you can’t perform, it’s a force majeure; if you don’t want to per- form, it’s attri- tion or cancella- tion,” said Lisa Sommer Devlin, an Arizona-based attorney who often deals with hospi- tality issues. “Force majeure clauses should deal solely with situations in which performance is prevented, not situations in which performance becomes more difficult or expensive.” If it were up to her, she said, there wouldn’t even be force majeure clauses. The law automatically excuses a party if unanticipated circumstances make performance impossible, so a clause is not needed. The long and complicated clauses that customers started demanding during the pandemic end up causing more disputes than they avoid. Nobody looked at force majeure clauses during 2020. “Hotels just let groups out of their contracts regardless of what the contract said because it was obvious events couldn’t happen. It didn’t become an issue until after things reopened and disputes started over whether groups could or could not go for- ward,” said Devlin. Tyra Warner, Ph.D., JD, CMP, chair of department of hos- pitality, tourism and culinary arts, College of Coastal Georgia, noted that COVID has been a factor in force majeure clauses for the past several years, but things are now different. “Planners need to be sure that any force majeure clause that mentions COVID-19 are looked over,” Warner said. “Now that COVID-19 is a known risk, the way that it might feature in a force majeure scenario is very different, and rarer, than when COVID-19 was first occurring. Additionally, force majeure clauses are changing not only to take COVID-19 out but in strange ways, I’ve seen many lately that are try- ing to turn force majeure clauses into something they aren’t.” In that case, the group will have to rebook the meeting. “That flies in the face of what force majeure means, which is that the con- tract terminates and both parties go away act- ing as though the contract never existed.” Godwin-Charles Ogbeide, Ph.D., MBA, professor and coordinator of the Gina & Frank Day Leadership Academy, School of Hospitality, Metropolitan State University of Denver, agrees that there’s often confusion over what the term means. “Wanting or needing to cancel is more accurately a ter- mination clause, not a force majeure clause,” Ogbeide said. | INDUSTRY INSIGHT | themeetingmagazines.com 22 DECEMBER 2023 | INSURANCE & FINANCIAL MEETINGS MANAGEMENT ON CONTRACTS“Maybe you’re planning on 1,000 guests, and two months out, you only have 300; you can cancel if the contract permits it. Maybe you’re meeting in Florida during hurricane season. You may be able to use that to terminate the contract if few people register; it depends on the agreements in your contract. Maybe a group doesn’t want to cancel if there’s an issue. One option might be to change the date of the event if that was agreed to in an applicable clause — but that wouldn’t be a force majeure clause.” Joshua Grimes, a Pennsylvania-based attorney, who often runs sessions on contracts at industry meetings, said many hotels today have changed and added word- ing to force majeure clauses, which planners need to be aware of. “Most hotels have significantly tightened their force majeure cancellation clauses, making it virtu- ally impossible for a group to cancel a meeting with- out liability — even if a disease worse than COVID were to impact the country.” According to Grimes, hotel-drafted force majeure clauses allow only for cancellation if it’s ‘illegal or impossible’ to perform — omitting the important ‘commercially impractical’ reason for cancellation. Also, a group should be allowed to cancel if/when it becomes apparent that the meet- ing can’t go forward due to a force majeure occur- rence, which may be 90-120 days before the sched- uled start of the meeting. This is because many groups need attendees to make travel arrange- ments at that time, so waiting until the meeting is closer just won’t work. Even if hotels frequently remove reference to COVID or pandemics, Grimes said force majeure clauses should specifically cover “diseases, epidem- ics and pandemics, so that another disease such as COVID could qualify if it would put attendees’ health at significant risk. And some groups insist on the right to impose health pro- tocols on anyone in their meeting space.” KEEPING UP WITH CONTRACT CHANGES Many groups sign contracts years in advance of an event, which means there are now contracts for current meetings that were signed in 2019 or before. The world is a different place today and there may be agreements in that contract that no longer work for one party or the other. Can elements of those contracts be changed? Maybe, if both sides agree to it. “Neither side can force the other to change a signed con- tract,” Devlin said. “If you review an old contract and find an issue, go to your partner to discuss the issue and ask if there’s a way to reach mutual agreement to amend the contract. Asking and discussing is the critical point here, not demanding. If you can make your case to the other side as to why the provision no longer works, you’re more likely to get cooperation. Also remember that you’re more likely to get something if you’re willing to give something in return. Instead of saying, ‘We need to adjust our attrition,’ try, ‘Realistically, we don’t think we’re going to meet our minimums. Can we talk about reducing our block without payment if we give back some concessions?’” Because changes to a signed contract are voluntary, strong relationships between planners and suppliers can make a difference. And even if no agreement is reached, at the least, planners can learn what to include in future contracts to pre- vent problems. “Planners should build flexibility into a contract,” Ogbeide said. “They should anticipate potential challenges, then try to create concessions for those challenges. An obvi- ous example of this is in attrition clauses. The planner may think there will be enough attendees to occupy 80% of the hotel, but they should consider that maybe there won’t. The solution is to talk to the supplier and include a date in the contract by which a room block can be canceled or changed without penalty.” WHEN A HOTEL CHANGES RATES On the other side, a hotel may charge a group one rate at contract time, but then sell rooms to the public at a lower rate later. “If attendees see this lower rate, they’re going to book that and not book within the higher-priced room block,” Ogbeide noted. “Planners need to be savvy enough to build into contracts that the hotel can’t sell to others at a lower rate, or if they do, they have to give that lower rate to those in the room block as well.” This exact scenario happened at a conference Ogbeide attended in Washington DC. Somehow, it was discovered the hotel was offering a lower rate. His team let the hotel know they were aware of this, and as a goodwill gesture, the hotel honored the lower rate and refunded those in the room block the difference. However, they only found out because one person didn’t book the room block, saw the lower rate and reported it to conference organizers. Planners must be vigilant and check for things like this in addition to putting protections into a contract. Another potential issue with older contracts is outdated deposit schedules, Warner said, “Planners should make sure that hotels are still willing to honor deposit schedules. Many hotels today are demanding larger deposits than before or a PHOTO VIA NOAA Hurricane Ian, one of the most powerful storms ever to hit the U.S., made landfall on Florida’s Gulf Coast on September 28, 2022. INSURANCE & FINANCIAL MEETINGS MANAGEMENT | DECEMBER 2023themeetingmagazines.com 23large cash deposit right before the meeting starts. No one wants to be surprised by that.” WHEN A HOTEL WANTS LARGER DEPOSITS, OFFERS LESS CREDIT In addition to asking for larger deposits, hotels are also extending less credit, which affects new contracts, too. That may be a result of hotels suffering during the pandemic. “With COVID-19, many groups got caught up in disputes for long periods of time and cash flow stopped,” she said. “Hotels want to make sure they have as much of a group’s money as they can upfront. Unfortunately, planners lose their leverage to address service issues if they’ve prepaid. If a group has good credit they shouldn’t have to prepay, so including a good clause addressing credit and depos- its is a must.” WHEN HOTEL UNDERSTAFFING BECOMES A CONTRACT ISSUE The current issue of understaffing at hotels can, in fact, negatively impact service quality and expectations. “With the underemployment levels in hotels and staff turnover, planners should rightly be concerned about adequate staff- ing for check-in, catered meals and other labor-intensive aspects of their meetings,” Warner said. “Contracting for specific staffing levels, I like to use the ones from the Con- vention Industry Council Manual (9th ed.), which is pru- dent these days.” Older contracts usually provide little recourse if a hotel or other venue cancels a group in order to accept more profitable business from another customer. “There’s no longer a ‘moral obligation’ to keep the group with which a hotel is under con- tract,” said Warner. “To discourage this, groups should insist on a hotel cancel- lation clause that requires a canceling hotel to pay the group a sum-certain, liquidated-damages amount, just like the group would pay if it were to cancel. The standard clause allowing a group to recover just its increased costs to move to another hotel is insufficient.” F&B ISSUES WITH RISING COSTS Amid rising food costs, F&B concerns are affecting the industry and can cause major disagreements between hotels and planners. Trying to work out differences is optimal. “If a hotel committed to pricing several years ago and prices have risen, the hotel is stuck with that commitment,” Devlin said. “However, the hotel may change menu options to try to deal with cost increases. If there’s no set pricing, but there is a food and beverage minimum, groups may not be get- ting as much bang for their buck.” Both parties should have a frank conversation. Devlin sug- gests planners meet with the food and beverage directors to discuss menu options and ways to work together to address their budgetary concerns. “There may be ways to get cost savings for both parties,” Devlin said. “For example, if you order the same menu as another group in-house, the hotel may be able to get volume pricing on the food, or may save money on labor for prepara- tion. Or you may need to explore other options, like buffets instead of plated meals.” Contracts may include an agreed upon rate of inflation covering the time between when a con- tract is signed and when it takes place, allowing for the F&B prices to go up a specific amount. Planners should pay attention to clauses hotels put in stating: ‘We can increase the costs if infla- tion is higher than agreed.’ If there’s no clause allowing the hotel to increase pricing, the planner can sue if the hotel tries to do that, but the catch is that there might be a clause saying: ‘Planners can’t sue.’ Regardless of who has legal leverage, Ogbeide recom- mends trying to work things out. “Goodwill should prevail. This is more likely to happen if the planner and supplier have a relationship. But remember, it takes asking to get. If you don’t ask, you don’t get.” It’s undeniable that food costs have gone up. The ques- tion becomes, are you going to be flexible on price or sacrifice quality? Venues are trying to protect their reputation by serv- ing the quality fare they are (or want to be) known for, while planners are trying to protect their budgets. This is an area where I really do feel compromise is warranted. themeetingmagazines.com 24 DECEMBER 2023 | INSURANCE & FINANCIAL MEETINGS MANAGEMENT Joshua Grimes Pennsylvania-based attorney New and experienced planners need to take a fresh look at contracts. They need to understand every clause and learn how to negotiate for revisions when necessary.Sometimes, though, legal action may be required if a hotel won’t budge, Grimes said. A contract might state that the hotel agrees not to raise prices more than, say, 3% per year from the time the contract is executed until the time of the meeting. “This offers a group some protection against unlimited increases. But if a hotel refuses to honor the contracted prices, which sometimes happens, the group must stand firm and insist on contract compliance. If the hotel absolutely refuses to comply, it will usually become an issue just before the meet- ing. In that event, the group should consider going forward with the meeting and resolving the issue afterward, including possibly legal action.” RELATIONSHIPS & THE GREAT DIVIDE There are mixed perspectives about the relationship between planners and hotels today, whether those relation- ships matter as much as they once did and whether the two groups are more divided than ever in today’s seller’s market. While Grimes believes relationships matter less these days, Warner thinks planners with significant business have the most leverage today. “Numbers are talking more than long-term relationships,” Warner said. “But it’s hard to paint the whole industry with a sweeping brush because certainly there are some in sales who do still value those long-term rela- tionships. Planners need to be more savvy buyers, keep their options open and negotiate with multiple properties to create leverage. They also need to be willing to walk away from a sales partner who isn’t willing to deal.” As to how to bring the two sides closer together, she said, “I don’t think anything short of a boom in the economy, full employment in hospitality and a balance between meeting supply and demand will bridge the divide.” STAYING CURRENT Times change. Markets change. Contracts change. So, how can planners stay current? “There’s so much education out there on contracts — at conferences, from meetings-industry associations, in magazine articles,” Warner said. “There are a handful of industry lawyers whom planners should keep an eye on for professional develop- ment opportunities, including Barbara Dunn, Jon Howe, Josh Grimes and John Foster. I’d attend any sessions any of them offer.” Working with experienced counsel can help, as well as attending contracts seminars by industry attorneys. But plan- ners can do much on their own, too. “New and experienced planners need to take a fresh look at contracts,” Grimes said. “They need to understand every clause and learn how to negotiate for revisions when neces- sary. Some changes that increase costs and risk are hard to spot; it’s important to read every clause carefully.” Even experienced planners benefit from continuing edu- cation, such as what’s offered at the Day Leadership Academy at Metropolitan State University in Denver, which customizes for any organization with options for online, in-person and self-paced learning. “Planners must upscale,” Ogbeide said. “They must increase their skills because hospitality is changing every day and the skills needed to excel are also changing. But it all starts with reading contracts carefully. We rush through everything today because of social media. We don’t read. But we must read. Ignorance is not an excuse.” I & FMM INSURANCE & FINANCIAL MEETINGS MANAGEMENT | DECEMBER 2023themeetingmagazines.com 25 In spite of how it sometimes seems, relation- ships between planners and suppliers are more often mutually beneficial and positive than adversarial. “We pride ourselves on our relation- ships with customers and focus on long- term relationships,” said Kelly Gleeson Smith, vice president of sales with Caesars Entertainment. “We’re con- sistently working proactively with our customers to ensure that their needs are met and that we can achieve their objectives.” Of course, needs and processes change. “What’s most important for planners to understand this year is that we have limited availability,” Smith said. “With demand high, long gone are the days of contracts sitting in ‘legal’ for weeks before finalizing, because someone else is waiting for your decision dates to expire to take your space. At Caesars Entertainment, we’re investing in educating our sales team to understand contract language and to really know where there’s flexibility, and where there isn’t, to expedite the process.” Like many, Smith said the biggest changes affect- ing contracts today are force majeure, deposits and the overall mutuality of the contract. Older contracts, she said, favor planners in terms of lower rates than today and F&B pricing, and that’s not an issue for Caesars. “Con- tractually, we honor the terms and condi- tions. However, planners should expect that additional rooms requested will be at prevailing rates unless the contract provided otherwise.” According to attorney Lisa Sommer Devlin, “Neither side can force the other to change a signed contract.” And, in the end, “Planners need to be savvy enough to build into contracts that the hotel can’t sell to others at a lower rate, or if they do, they have to give that lower rate to those in the room block as well,” concluded Godwin-Charles Ogbeide, Ph.D. A Hotelier’s PerspectiveOn Developing the Culture BY MARLENE GOLDMAN O ut of all the trends that rose from the pandemic, hybrid meetings and events is one that could continue for years to come. As 2023 is coming to a close, many financial and insurance meeting plan- ners are glad to see that most of their event attendees appreciated being in person more than ever before. But just as the energy of the on-site attendees at events invigorated the industry, the flex- ibility of the hybrid option animated the virtual crowd. The question is, what happens next? DEVELOPING THE CULTURE While the benefits of hybrid meetings and events include not only the cost savings on travel, but also inclusivity for those who don’t have the financial means or ability for health or personal reasons to attend an in-person event, planners’ focus is on bringing people together, not just for content, but as part of team building and networking. They are aware of the attendees’ needs — a good balance of time between work and home. Building a culture that caters to both is vital to their event’s success. For those planners looking at planning a more sustainable event that reduces a meeting’s carbon footprint, hybrid is good option. Along with the conveniences of the hybrid events model, there are also unique challenges, such as maintaining engagement and overcoming technological hurdles. Though audiovisual companies like Encore have seen a decrease in demand for hybrid post-pandemic, there is still interest, according to Rob Wilcox, director of sales engineer- ing at Encore. Headquartered in Schiller Park, IL, the company is on the cusp of what’s next and the forefront of innovation, with an extensive range of event technology solutions from core audiovisual to specialty equipment, technology installa- tion, and presenter support to engage participants in surpris- ing and inventive ways. “It [hybrid] is still something that we see a fair amount of interest even still today, but the way that hybrid events have changed is most interesting,” Wilcox said. “They are no longer trying to do a full-fledged production for the remote participant. Basically, they are still putting all their eggs into DEPOSITPHOTOS.COM | PLANNER TIPS | themeetingmagazines.com 26 DECEMBER 2023 | INSURANCE & FINANCIAL MEETINGS MANAGEMENT HYBRIDEVENTSthe in-person experience because that’s where people want people to be, but they do realize the value that hybrid brings from widening their audience. “Typically, they might do a livestream of the general ses- sion and then they may provide video on demand, whether that’s prerecorded or rerecorded live during the event of things like breakout sessions. So, they’re no longer trying to make a similar experience.” Wilcox notes that a successful hybrid meeting or event is not as simple as trying to figure out how to incorporate the remote audience. “You have to almost assume that you’re designing two separate events that will eventually make a connection,” Wilcox said. “They meet at some point and figuring out where those points in time are and where they intersect with each other; where your remote participants and your on-site participants are in the same group and where they diverge back out to their separate groups — that can be a challenge for a lot of meeting planners, seasoned or new.” Sarah Soliman, president and CEO of Soliman Productions in Orlando, FL, concurs that the nature of hybrid requests is transforming from the basic request of streaming to a remote audience. She does, however, still accom- modate the traditional streaming option when pro- ducing events. “We just did an event with a group that wanted an old-school hybrid event,” Soliman said. “They had an in-person audience and they hired us to livestream their annual meeting to people online through their platform. So, more so an old-school, traditional hybrid, if you will.” HYBRID STRATEGY The hybrid strategy is changing due to some of the limitations of the hybrid model. According to a recent study by B2B market- ing firm Markletic, 46% of event organizers say that speakers had difficulties engaging a virtual and in-person audience simul- taneously and 71.1% of event organizers say that connecting the in-person and virtual audience is their biggest challenge. One of the new trends Soliman is seeing is livestreaming the general sessions, keynotes and also creating a different digital experience. Instead of the virtual audience going away for a break of several hours before the next livestream, plan- ners can arrange for the production team to fill in the blanks with more dynamic content. “They are having us come in and create quick turnaround content, where we’re interviewing their speakers after their sessions,” Soliman said. “Or we’re interviewing attendees and capturing footage of the event overall and piecing it together in longer chunks. Those being 15-to-20-minute chunks that we’re inserting into the digital experience. That is in addition to some live interviews that are more in-depth with a presenter that just got off stage, for example. That’s one aspect of hybrid I would say is the most popular that we’re doing right now.” The content in that capacity is for the digital audience rather than the in-person attendees. Sometimes, the client may want their company to distribute what is being placed online in the in-person venue as well attendees to also see, which can be done on video walls or other strategies. “Some of the challenges are having to work with many different groups of people to accomplish this. It’s not just my team that’s there, and we’re producing it. Unless they’re using our platform, we have to share the digital content with an on- site AV team, if that’s who they’re using to further online dis- tribution,” explained Soliman. The challenge becomes whether the next party distributes the content in a timely manner and measures proper analyt- ics from that content if someone else steps in and takes over control of it. Driving engagement for both in-person and virtual attend- ees during a hybrid event is not easy. In an in-person event, personal interaction and networking are keys to keeping attendees engaged. For hybrid events, the virtual attendees lack of personal interaction can hinder the overall experience. Event planners need to design interactive elements and leverage technology to foster meaningful engagement. Utiliz- ing real-time polling, interactive chat features and breakout sessions can help encourage active participation. Incorporat- ing networking opportunities, both in-person and virtual, can also help maintain attendee engagement. “In any hybrid session, we leverage tools like Q&A or live polling,” Wilcox said. “Those tools are the largest that work seemingly within real time for anybody, no matter if you’re in person or far away. Rarely do we bring a remote audience par- ticipant on screen just because it does take a lot more produc- tion to pull that off. We don’t rule it out. It just depends on what the scope is and what the objective requires. If we are looking at bringing remote presenters in, that’s a different animal.” His company did bring on a presenter from the U.K. for a conference in San Francisco. For them, it was more affordable to have Encore do that than have the presenter fly across the globe for a few days. CONFRONTING TECHNOLOGY Technology is a great thing, but it can also has its chal- lenges. And the hybrid presentation is not necessarily easy or straightforward. The Markletic survey showed that 67% of event organizers said that to ensure a smooth experience, you must secure stable internet connections, reliable video confer- encing platforms and intuitive user interfaces. For those reasons and more, event organizers need to test the technology in advance and to ensure that participants can easily access and navigate the virtual components. It’s key to double-check that there will be adequate technical support and backup plans to mitigate potential disruptions. Wilcox suggests planners ask the audiovisual company in advance for advice on how to best accommodate a hybrid event. INSURANCE & FINANCIAL MEETINGS MANAGEMENT | DECEMBER 2023themeetingmagazines.com 27 Rob Wilcox Director of Sales Engineering Encore Rarely do we bring a remote audience participant on screen just because it does take a lot more production to pull that off. “Ask for their advice,” he said, explaining how he asked the client: “Here’s what we want to do. How do you think you could make this happen?” There are new technologies including a variety of special- ized meeting apps for both in-person and hybrid events. For in-person participants, there’s an app with a map of the venue, with places to go for food and beverage, or how to go from point A to point B. A lot of that is turned off for the remote participant because it’s not valuable to them. For remote participants, their view is mostly just dialing into where they can watch content and connect with people via networking modules. The applications that are most successful are the ones that are not bound to any specific platform and designed to work both on a mobile tablet or traditional computer. According to Wilcox, insurance and financial planners pose a different challenge. “Encore has found they particularly like closed systems that are secure and access to the content very restricted, as to limit the risk of content leaking,” Wilcox said. “For our in-person events, we do leverage our own technology with a product called Chime Live. More specifically for these groups, we see a lot of apps and demand for timelines and second screens. Essentially what that is, is when they’re in person, we are providing each one of those participants with their own iPad.” The reason for that is two things, he explained. The content on that device can augment the content that is on the main screen; whether it’s the same image or different; or it’s supplemented where they’ve got some high-level bul- lets on the screen, but they’ve got a lot more detail on the iPad in front of them. If Encore is providing that device, it significantly reduces the level of distractions that the attend- ees could have than if they’re using their own device. They can’t go and find Facebook or LinkedIn or message their significant other. For the remote attendee, there are ways to deliver the content to make sure it cannot be moved outside of a specific platform. “It lives inside the platform and we’re displaying content that is relevant in the moment,” Wilcox said. “Whether it’s exact same content of the presenters speaking on the main screen, which we are also livestreaming to them, or it’s sec- ondary content that is supplementing what’s on screen. Or we’re pushing other things like a full report on your screen, saying, ‘Here’s the report that we got all this from, feel free to bookmark it and take a look at it later.’” There are also ways to track attendees on virtual platforms for purposes of accreditation, according to Wilcox. “Sometimes, we see ‘asks for attendee tracking’ to see whether they were in the application, how long they were in a certain video or a particular module. That correlates to earning a credit.” ADVANTAGES OF HYBRID FOR BRANDING Soliman notes that the advantage of using hybrid is also an opportunity for branding. For instance, an insurance com- pany is putting an event and using a space at their booth where people can sit to conduct interviews. Tapping in and taking advantage of those branding opportunities that can happen on-site through hybrid is huge. Another benefit of hybrid is having the ability to post con- tent both live and on demand. This can serve both the remote attendees and in-person audience that may miss a session or want to review it later. There are also ways to monetize that content, according to Soliman. Rather than having the content fizzle out after it airs, there are ways to repurpose the con- tent that was produced. “Let’s find snippets of content through smaller sound bites that we can repurpose and share,” Soliman suggested. “One thing we also do to try to help is to find sponsors to take on a portion of the cost. Let’s say it’s $10,000 for us to be on- site and producing this content. Well, why don’t we help you find your sponsor for $20,000, so now it pays for our production, and then it helps you generate revenue as well. There are still a lot of companies that are very much buying into sponsorship that way, because as you know, it’s no longer just the logo placement. They want in on the actual content and sharing their message in a more robust way.” Another advantage is the opportunity for analytics to help with lead generation. In Soliman’s opinion, that’s probably where planners tend to miss the point. “We really want to think about how you’re adding value to your partners investing in your event. How can you expand their presence outside of just a booth at your event or a logo on a banner? How can you really help them tell their story, and then also provide them that lead generation that they’re looking for? That’s one aspect of hybrid that I think is tremendous.” Though the need for hybrid is no longer as glaring as it was during the pandemic, there are still enough benefits that give it staying power. “I can’t imagine hybrid being phased out,” Wilcox said. “This was something that we were doing well before the pan- demic, and it was obviously heightened during the pandemic. As we’ve come back to in-person, what we learned during the pandemic was the way to do virtual and hybrid meetings and offer as much opportunity for the remote participant as the one in person.” According to the data gathered as part of the 2023 FICP Industry and Perception Study, 47.1% of meeting professionals are planning 26 or more in-person events and 34.3% of hospi- tality partners are expecting that many events. For 2024, the data shows that the majority of events plan- ners are aiming to host 6-25 in-person events. But ultimately, it depends on where they want to put their money. I & FMM themeetingmagazines.com 28 DECEMBER 2023 | INSURANCE & FINANCIAL MEETINGS MANAGEMENT Kick off the new year with a memorable meeting experience at Hilton Orlando Buena Vista Palace. As an Official Walt Disney World ® Hotel, attendees enjoy magical perks, in addition to our incredible location that is connected via Skybridge to Disney Springs ® , featuring over 150 shopping, dining and entertainment options. With 120,000 sq. ft. of newly redesigned meeting and event space, combined with our award-winning catering & events team, your next meeting or event will stand out above the rest. Offer applicable to meetings contracted by February 1, 2024 and actualized between 2024 and 2025. Applicable to new bookings only. Offer is not retroactive on previously contracted business. Minimum of ten (10) rooms on peak required to qualify. Offer cannot be combined with any other offer or discount. Some restrictions apply. 1900 E. Buena Vista Drive Lake Buena Vista, FL 32830 | www.buenavistapalace.com (407) 827-2727 | mcobu-salesadm@hilton.com MEET ALL DAY, Party All Night WELCOME IN 2024 WITH AN EXCLUSIVE DEAL CONTACT US FOR YOUR CUSTOMIZED OFFER Sarah Soliman President and CEO, Soliman Productions There are still a lot of companies that are very much buying into sponsorship that way, because as you know, it’s no longer just the logo placement. Kick off the new year with a memorable meeting experience at Hilton Orlando Buena Vista Palace. As an Official Walt Disney World ® Hotel, attendees enjoy magical perks, in addition to our incredible location that is connected via Skybridge to Disney Springs ® , featuring over 150 shopping, dining and entertainment options. With 120,000 sq. ft. of newly redesigned meeting and event space, combined with our award-winning catering & events team, your next meeting or event will stand out above the rest. Offer applicable to meetings contracted by February 1, 2024 and actualized between 2024 and 2025. Applicable to new bookings only. Offer is not retroactive on previously contracted business. Minimum of ten (10) rooms on peak required to qualify. Offer cannot be combined with any other offer or discount. Some restrictions apply. 1900 E. Buena Vista Drive Lake Buena Vista, FL 32830 | www.buenavistapalace.com (407) 827-2727 | mcobu-salesadm@hilton.com MEET ALL DAY, Party All Night WELCOME IN 2024 WITH AN EXCLUSIVE DEAL CONTACT US FOR YOUR CUSTOMIZED OFFERNext >