< PreviousF or anyone watching the education space evolve over the last two decades, the current online learning boom has been an inevitability. But, amid societal and cultural shifts and real-world deployments of nextgen technologies, this cate- gory is perhaps exceeding even the most optimis- tic of expectations as research forecasts exponential growth. This, as e-learning market size reportedly surpassed $315 billion in 2021 and is projected to reach $1 trillion as soon as 2028. Emerging tech like artificial intelligence and machine learning are certainly driving much of this growth. In fact, reports increasingly evangelize the copious benefits advancements like AI bring to the e-Learning sector … and industry pundits are taking heed. e-Learning: Then and Now The term “e-learning” was coined in 1999, and it took another decade for online learning to start picking up steam. After an initial spurt in 2012, which the media dubbed the “Year of the MOOC” (for Mas- sive Open Online Courses), e-learning settled into strong, relatively steady growth. Some online course providers reported staggering enrollment base growth — one of which, Coursera, surging by a consis- tent 7 million annually in just a three-year period. Then came the pandemic, which rapidly accelerated online learning and thrust the industry squarely into the spotlight — whether or not it was ready for primetime. In fact, the World Economic Forum estimates that e-learning course enrollment doubled in the first year of the pandemic. It increased another 32% in 2021. In 2020, nearly 31 million new students enrolled in Cours- era courses — a significant jump that occurred again in 2021 when the platform’s user base reached 92 million. That same year, the number of MOOC learners eclipsed 220 million. Overall, the e-learning industry has grown 900% since 2000, fueled equally by the pandemic and the escalating demand for a flexible, affordable alternative to the tra- ditional four-year degree. The fast-emerging corporate e-learning space is on a similar trajectory, expected to sky- rocket 250% in the next three years as companies large and small launch digital courses and certificates. The Completion Conundrum As online learning races toward a $1 trillion market size and competition heats up among academia, corporations and other creators, an uncomfortable question looms: Why aren’t more students completing online courses? For one startup, that question sparked a decade- long obsession — and laid the foundation for an AI and behavioral science-driven platform that cracks the “com- pletion rate” code. “Investment in online courses is growing at an almost exponential rate, yet the industry has failed to tackle its biggest problem: low comple- tion rates,” said Scott Duffy, co-founder and chief execu- tive officer of Courus. “We’ve spent a decade researching this single problem because, without bolstering today’s sub- par completions, e-learning can’t reach its full potential.” In 2021, more than $300 billion was spent on e-learn- ing. Research shows that the average completion rate for e-learning courses is just 3.1%; in other words, 97 out of 100 students who enroll in any given course fail to finish what they started. Course completion is directly tied to learning outcomes, yet it is a statistic most in the industry are hesitant to talk about. Not Duffy. He revealed that his team has been obses- sively researching a solution to the completion rate problem ever since the “Year of the MOOC.” Artificial Intelligence Elevating eLearning BY MERILEE KERN, MBA PERSPECTIVE // DepositPhotos.com 10 January 2024 | Corporate & Incentive Travel | TheMeetingMagazines.com“All that extensive research has taught the team what doesn’t work,” said Duffy. “Despite the tendency to blame the learner’s attention span, low completion rates aren’t the student’s fault — and data shows that ‘bells and whistles’ aren’t the solution.” “When course creators see a poor completion rate, the tendency is to think, ‘What can we do to boost the student’s attention span?,’” Duffy continued. “But, through rigorous testing, we’ve seen virtually no difference in completion rates for courses with poor-quality versus high-quality video content. Replacing an out-of-the-box Learning Manage- ment System with a custom one doesn’t move the needle, and neither does gamifying the content.” Duffy added more fuel to the fire, noting that during the COVID-19 pandemic, online university enrollment skyrocketed, yet there was no measurable difference in completion rates. Meager Motivation Undermining Online Learning According to Duffy, low completion rates are a motivation issue, not an attention span issue. “What motivates some- one to complete courses in person doesn’t apply online,” he asserts. “In most cases, creators fail to consider how learn- ing changes once you remove the classroom environment.” The dynamics of accountability, interaction and atten- tion, for example, all shift when education leaves the physi- cal classroom environment and goes online. If attention spans aren’t the issue and what applies in person doesn’t apply online, then how can course creators boost their failing grades in completion? Joe DeMaria, Courus co- founder and chief learning officer, said the team’s behav- ioral modeling has also uncovered what does work: ascen- sion and alignment. “First, does the program’s structure take learners where they want to go? Can we actually build the skills to reach an end result? And then, is the result aligned with the student’s goals and desires?” asked DeMaria. “Through our modeling, we’ve found that if a program has these two facets, the result is more engagement and higher completion.” “Structuring a program for completion and aligning that experience with the student’s motivations is a tough dynamic to get right,” Duffy said. “That’s especially the case when so many creators have backgrounds other than educa- tion. In a landscape where 40% of Fortune 500s are invest- ing in e-learning, that’s an increasingly common scenario.” According to Duffy, Courus helps creators crack the code. Fueled by proprietary behavioral science and leading-edge AI, he underscores that the platform is proven to enhance engagement and increase completion rates to 65% or higher. “With Courus, brands are building the world’s most powerful online courses and, in many cases, seeing real ROI for the first time,” he noted. Boosting Consequential KPIs Courus uses AI, machine learning and proprietary behav- ioral science to help creators learn what to build, how to structure that content for e-learning completion and when to optimize it for reduced friction and drop-offs. “Our proprietary behavioral science models have been amplified even further through the power of AI,” said DeMaria. “Think of all the incredible minds and heaps of intellect that can now be realized because, for the first time, courses are fully optimized to boost engagement, comple- tion and overarching ROI.” To achieve that, the platform leverages a range of auto- mated tools. An audience insight engine helps creators understand learners before investing in a course, while a course builder identifies the precise structure to boost com- pletion and engagement. The data on course completion rates may be discourag- ing, but AI and behavioral science are empowering creators to build more powerful courses. And, the benefits are sure to extend far beyond the ROI of any single course. “By optimizing courses for completion, ROI isn’t just boosted but outcomes for learners also improve and e-learn- ing is closer to achieving its full potential,” Duffy concluded, “Because, if there’s one industry long overdue for disruption, it’s education.” C&IT Forbes Business Council, Newsweek Expert Forum and Rolling Stone Culture Council member MERILEE KERN, MBA, is founder, executive editor and producer of “The Luxe List,” as well as host of both the “Savvy Living” lifestyle and travel and “Savvy Ventures” business TV shows. Connect with her at TheLuxeList. com, SavvyLiving.tv, at LuxeListReports on Facebook, Twitter and Instagram, and on LinkedIn at MerileeKern. “In most cases, creators fail to consider how learning changes once you remove the classroom environment.” TheMeetingMagazines.com | Corporate & Incentive Travel | January 2024 11H uman desire is a double-edged sword. On one hand, our human desires — rooted in primal needs for power, reproduction and identity — fuel our efforts to transform chaos into order. But left unrealized, unchecked, or unchan- neled, they can damage and undermine us. Great leaders must understand the dual nature of desire, because it can either motivate teams to pull together… or it can send our organizations spiraling off course. You will be a better leader if you understand the power and presence of desire in everyone you interact with, including yourself. Engaging the hearts and minds of those around you depends on helping people fulfill these needs. It means becoming a student of desire and answering the important questions: What do I want? What do my employees want? Great leaders help employees find these important answers for themselves. Furthermore, they unite people with different desires and skills toward a common purpose and get people working together. By exploring what we and our employees truly want, you can unlock stores of untapped potential that not only bring business success but also curb the chaos and turmoil present in all organizations. My book “Built to Beat Chaos” lays out this and other biblically-based guidance for leaders, executives, and employees alike. Here ar some insights on desire that every leader should know. All desires stem from needs related to power, reproduc- tion and identity. We crave power, the ability to make the things we want to happen, happen. Skill, wealth, author- ity, strength, connections and influence are all examples of power. Then there’s reproduction, which is much broader than sex. It includes family, belonging and community. Finally, our desires can relate to identity — knowing who I am, why I am here and where I came from. Desire is constructive (most of the time)… Our desires are useful because they enable us to do extraordinary things with our lives. This is why organizations truly thrive when people are aligned behind a purpose they believe in. By har- nessing our desires and the desires of our teams, we can achieve remarkable results. I was speaking with a group of CEOs from the service industry, and one CEO spoke up about his drivers. They often complained and were dissatisfied because they couldn’t sell like those in other divisions of the organization. The CEO set up a trial in which they too could be salespeople, and within six months they outsold the salesforce. As leaders, our job is to create an environment where every employee can win. When we figure out ways to unleash the capabilities of our employees, that’s where the big win-win occurs. But it can also unleash chaos… Desire originates from deep within people’s hearts. However, our hearts can lead us into trouble by causing us to lose all reason or to act before Cutline DepositPhotos.com Three Human Desires That Can Make or Break Us BY GARY HARPST PERSPECTIVE // Skill, wealth, authority, strength, connections and influence are all examples of power. 12 January 2024 | Corporate & Incentive Travel | TheMeetingMagazines.comthinking carefully about the consequences of our actions. People driven by desire may lash out in anger, or act out of fear, or become discouraged or heartsick. As I share in “Built to Beat Chaos,” my obsession with a misguided product line led to irrational decisions, almost bankrupted my company, and led to laying off a large number of employees. Facing and working through that decision was the most difficult and valuable leadership lesson I ever had. These people were like family. Facing the truth about the impact it had on them and their loved ones was incredibly pain- ful. So was acknowledging that it was my own strategy deci- sions that had led to this. I was not much fun to be around during this time. …that creates disruption and discord in the organization. We’ve all seen the chaos that ensues at work when employ- ees let their desires get the best of them. Angry employees are prone to bouts of uncooperativeness and outbursts that make them difficult to work with. Troublemakers stir up drama and breakdown the trust, communication and cama- raderie of the team. Depressed or disengaged employees slow the workflow and drain resources. Talented employ- ees don’t want to work in a chaotic environment and seek work elsewhere. The good news is all of these issues can be repaired, often by focusing carefully on the desires of the very people creat- ing discord and helping change their behavior. Great leaders help employees align their desires with their actions. When trying to sort out the chaos of human interactions, leaders are more effective when they get to the root of what motivates people. They often benefit from bringing their underlying desires to the surface, because sometimes people are unaware of the effect desires have on their actions. Help your employees find the reasons behind the emotion. Seeking clarity around our desires helps us identify our purpose. People have a deep desire to “win.” But if we can’t explain what we want, we can’t understand what “winning” means. It’s necessary for everyone in the organization to be able to clearly express what they want. If leaders aren’t clear about their desires, their team is unlikely to understand what “winning” looks like to the leader. The same is true for employees. This leads to more chaos. But when we are clear about our desires, and can take the correct actions to bring them to life, we are on our way to discovering and acting on our purpose. Desire alone isn’t enough. We also need accountability. To see this truth in action, look no further than Weight Watch- ers. The program works wonders, but most (not all) people who want (desire) to lose weight do not do what they say they want to do: eat healthy and exercise. Our desire to continue in our current habits often overrides our desire to change. In my early years in the Weight Watchers program, I was traveling and often missed the check-in meetings. After a while, I thought all they did was weigh me, record the result, tell me whether I was up or down, and charge me $15. It seemed logical to put a chart on my mirror, buy a scale for $25, and do it myself. It would save me a 20-minute trip and $15. You know the punch line already, because, chances are, you are just like me: It didn’t work. The program worked for me only if I submitted to their accountability. My self- discipline was not effective. We can’t do it alone. Creating anything worthwhile takes teamwork. We are created to multiply, and that in itself has deep implications for leadership. It means we cannot fulfill our purpose by ourselves. We have to work with others to make the most impact. Understanding the power of desire is just the beginning for leaders. Your other job is to help employees align their desires with the actions to achieve the organization’s goals and use their unique talents and skills to become the best they can be. This is great for them as individuals, and it also makes them truly valuable employees. It is a great responsibility to help employees tap into the power of their deepest needs and desires. You take that on as a leader, knowing that the journey won’t be easy or smooth. But the rewards are well worth your effort: When desires drive the actions of an inspired team, everyone wins. C&IT GARY HARPST is the author of “Built to Beat Chaos: Biblical Wisdom for Lead- ing Yourself and Others.” He is the founder and CEO of LeadFirst. He is a keynote speaker, writer and teacher whose areas of focus include leadership, business and the integration of faith at work. He has been recognized as one of the Top 100 of the nation’s top thought-leaders in management and leadership by Leadership Excellence magazine. To learn more, visit leadfirst.ai. “Creating anything worthwhile takes teamwork. We are created to multiply, and that in itself has deep implications for leadership. TheMeetingMagazines.com | Corporate & Incentive Travel | January 2024 13Ripe for Innovation BY KEITH LORIA The Meeting Industry’s Unprecedented Growth I t’s 2024, and there are positive signs ahead for the meeting industry. Characterized as being more dynamic, more digital and more impactful, it is also better prepared to play a leading role in today’s global challenges. It’s hard to believe that just three years ago, this industry, and the rest of the world, faced an uncer- tain future, one with an unknown restart. The pandemic shook it to its core and now, it has evolved. It has over- come its setbacks, risen above it all, and surprisingly, it has shown unprecedented growth. “We’ve left the pandemic well behind us as in-person events have come back to the forefront, with attendance approaching — and sometimes exceeding — the record pre-pandemic numbers many organizations were seeing,” said Patrick Smith, chief marketing officer of Cvent. In fact, American Express Global Business Travel’s lat- est Global Meetings and Events Forecast found that 79% of respondents said their meetings and events in 2024 will be either entirely in-person or hybrid. At the same time, the return of business travel is expected to surpass pre-pandemic levels by 2024. Nothing beats the power of meeting face-to-face and the momentum the industry is seeing for in-person experiences is further proof of that. At the same time, virtual and hybrid events, including up-leveled webinars, are still a valuable part of the events program mix. Reaching and engaging larger audiences dig- itally is a core part of many organizations’ event strategies. “There’s more of a concerted effort to provide attend- ees with high-quality, personalized content to maximize their return on experience, with meaningful networking, professional development and educational opportu- nities top of mind at events that are being run,” said Katrina Kent, CMP, vice president of meet- ing management and event strategy for Liberty Mutual Insurance. Heather Larson, president and CEO of Meet Chi- cago Northwest, noted that the numbers of meetings are growing, but they look a little different than they did a few years ago, and that’s actually a good thing. “People crave interaction with others who share their same interests, and events help individuals find their own tribe, and in a business setting, they want to bounce ideas off of others,” she said. “People want to work in a team in a creative way, they want to hear from others how they handled particular situations and chal- lenges. They want to learn not just in a lecture style, but through true interactions: standing in line for coffee and between sessions at a conference. People are sick of star- ing at a screen and want to travel and see and do new things. The bizcation is all the rage.” Amy Kramer, CMP, director, market and product innovation leader for Maritz Global Events, sees the 14 January 2024 | Corporate & Incentive Travel | TheMeetingMagazines.com INDUSTRY TRENDSindustry as ripe for innovation and feels it’s in a new and improved meeting environment. “I believe the biggest change that we’re going to see going into 2024 is how we design events,” she said. “Pre-pandemic, we designed events the way we’ve always done them. Event design was all about content, agendas and execution, and then once we went through the pandemic, it was about getting people back face-to-face and connecting with one another. And now we’ve entered this next phase, which is about customization.” Matthew Martinucci, vice president of sales and destina- tion services for Visit San Jose, forecasts high returns in 2024. “In the last fiscal year, the number of conferences booked in San Jose was 24% higher than the previous year and we continue to see a rise in meetings and hotel bookings,” he said. By the Numbers The U.S. corporate event market size was reported as $95.3 billion in 2020, and is predicted to reach $510.9 billion by 2030, according to Allied Market Research. What’s more, the global event industry was worth nearly $890 billion in that same time period, and this value could grow to more than two trillion by 2028, according to Gerardo Tejado, senior vice president of professional services for American Express GBT. The ease of visa restrictions, investments in better infrastructure, and the increase in the amount of travelers in commercial avia- tion from the U.S. are some of the other factors that are fueling the growth of the U.S. corporate meeting market. Tech Talk Not surprisingly, tech innovation has played an important role in the corporate event industry. With LCD projectors, video conferencing and fast notebooks, the new standard for meetings and tech is key to driving the indus- try’s successful rebound and shaping its positive trajectory. From a technology perspective, years of digital transfor- mation was condensed into a matter of months as the pan- demic hit the industry hard and the digitization of events have contributed to increased efficiency, simplified work streams for both hotels and planners and more engaged attendees. One example of this, Kramer noted, is how the industry has experienced and reacted to the Metaverse. “This technology helps us use tech as an extension of a meeting, giving people a much more interactive and exciting way to follow up with content from an event,” she said. “AI has been another big opportunity for us to not only repur- pose content, but to extend that content, saving event plan- ners time and effort.” The surge of event technology allows meeting profession- als to do things quickly like the ability to print a badge at home. “These new technology applications help us to be more efficient, but also allow you to spend more time in the meet- ing experience than in the technical components,” Kramer said. “We’ve also seen a continued evolution of the mobile app, which is another great example of technology playing a role. These apps are becoming more user friendly and provid- ing many more helpful tools than they have had in the past.” Perhaps the most notable example was during the onset of the pandemic when the entire industry had to pivot to a virtual- only meeting and event environment practically overnight. “Ever since, there has been a clear and significant shift away from paper and pen — or manual processes — in favor of digital tools that not only streamline the event manage- ment process, but enhance the attendee experience and give event organizers more insight into their attendees’ interests,” Smith said. “In addition, in uncertain economic environ- ments or when faced with staffing shortages, people tend to have greater appreciation for solutions that help them work ‘smarter’ not ‘harder,’ and event technology has enabled these smaller teams to keep their businesses running by auto- mating key event processes that can be repeatable over time.” Another piece of this digital transformation and its con- tribution to the growth of the industry is the advent of more dynamic event programs that incorporate a smart mix of in- person, virtual and hybrid events and up-leveled webinars. “With more event formats to choose from, organizations are hosting more events, engaging more attendees and reach- ing broader audiences than ever before,” Smith said. “You just didn’t have these kinds of options or impact pre-pan- demic when the vast majority of the events were in-person, with many done offline.” AI is increasingly being used to enhance event marketing campaigns or create more personalized event communica- tions and Smith believes there will be more creative use of technology in 2024 and beyond. “Generative AI has been a game-changer for nearly every industry, and meetings and events is no exception,” he said, TheMeetingMagazines.com | Corporate & Incentive Travel | January 2024 15 AI has been another big opportunity for us to not only repurpose content, but to extend that content, saving event planners time and effort. AMY KRAMER, CMP Director, Market and Product Innovation Leader, Maritz Global Eventsadding that in the AMEX GBT study, 42% of those who responded revealed they expect to use AI in 2024. “We’ve seen incredible adoption of Cvent’s own AI tools like our AI Writing Assistant, which leverages the power of generative AI to create engaging content faster and more efficiently. It’s exciting to see all the ways in which technology is revolution- izing the meetings and events industry.” Larson appreciates how technology has made work life more efficient for those in the industry, though she does believe it has some drawbacks. “We can go from one staff meeting to another meeting in a matter of seconds without ever leaving our desks,” she said. “This works well for day-to-day tactical interactions when we accomplish fast tasks, but it doesn’t replace the face-to- face. It doesn’t foster strategic thinking and creativity. It results in meeting’s attendees multi-tasking and not fully paying attention to what is being discussed. Who among us hasn’t quickly checked their social media accounts or emails while attending a webinar and then completely lost track of what was being discussed?” Gartner predicts that by 2025, 80% of B2B sales inter- actions between suppliers and buyers will occur in digital channels, and while not a direct reflection of event-specific sales interactions, industry professionals are seeing similar trends between planners and hoteliers. For example, many event planners say online booking is their preferred method of booking small simple meetings. So, both event planners and suppliers will have to learn how to navigate a world where instant responses and person- alized communication through digital channels is not just desired, but expected. Impact of Pandemic Most meeting professionals agree that the loss of in-per- son meetings during the pandemic made people appreciate the inherent value in bringing people together. “In-person experiences encourage more meaningful con- nections, deeper learning, and can ultimately lead to greater results,” Smith said. “The temporary pivot to virtual was actually a catalyst to our industry’s growth. The pandemic showed us how resilient the industry could be. Event orga- nizers had to reinvent themselves and their event programs overnight, while hoteliers had to dig deep to remain opti- mistic during what was likely the darkest times any of them had faced. It instilled in every industry professional a level of confidence that wasn’t there before, and a level of resiliency that we can all carry moving forward.” This era created that desire for people to want to meet face-to-face, but also, most have realized they can change the way to meet and connect. Events can now be shorter with more free time, depending on the attendees’ needs. “We are seeing companies focus even more on sustainability,” said Kramer. “We’re being smarter about how we plan and more focused on people, finding value for them professionally and personally and thinking of their well-being even more.” Possible Hindrances to Growth Despite things looking so rosy, there are some possible challenges that could impact the growth of the industry in the years to come. For instance, the rising cost of goods and services is a major pain point for event planners, often lead- ing to higher prices for hotel rooms, special event venues and F&B options. Cvent’s 2023 Planner Sourcing Report, which surveyed event professionals on their sourcing preferences, found that 48% of respondents say that cost-saving measures will pre- dominantly shape their event planning priorities in 2024. At the same time, 81% reported adjusting their event budgets upwards, showing that despite cost pressures, there is a will- ingness to grow budgets to secure desired hotels and venues. Another challenge the industry is dealing with is the loss of long-standing planner/supplier relationships that happened during the pandemic when people left the events world. A third of planners Cvent surveyed reported that rebuilding rela- tionships is one of their top priorities for this year and next. “There’s a concerted effort for planners to be more inten- tional about communicating with venues and vendors at each stage of the sourcing and event planning process to avoid confusion and ensure the best onsite experience,” Smith said. “Planners are leveraging productivity tools that can help free up their time so they can focus more intently on deepening interpersonal connections, rather than on mundane tasks.” There is a great deal of instability in the world, Marti- nucci noted, pointing to two wars happening at a time when the federal government is somewhat dysfunctional and there are several mixed indicators from the economy. “The meetings industry, and travel as a whole, thrive when there is more peace and stability,” he said. “This is a huge challenge for us, especially internationally.” Sustainability, particularly climate change, can also be troublesome in the future. “If we don’t take some of these climate issues seriously, we could find ourselves in a lot of 16 January 2024 | Corporate & Incentive Travel | TheMeetingMagazines.comtrouble,” Kramer said. “For so long, people thought sustain- ability was just about recycling and reduced consumption. But now, we are seeing more regulations coming in from the government and corporations.” The meeting industry faces another big issue: how to best use data to make better decisions around why you’re hold- ing an event. “Measuring the impact is important, because we’re seeing attendees and exhibitors are wanting to see that ROI more than ever,” Kramer said. “And then there is the shift in attendee generations. We know this new generation does not want the same things, so we must consider what each is expecting as it relates to connection and content.” Inflation is one of the complaints Larson hears from meeting professionals regularly. “Businesses are cutting costs wherever they can. Training is often one of the first to go. Furthermore, some of the chaos within airlines in recent years has resulted in many being hesitant to fly. Even in our enviable location on the edge of O’Hare International Air- port and in the middle of the country, we are seeing more of our attendees choosing to drive five to six hours rather than risking flight delays and hassles.” Tips to Remain Strong Both hospitality and event professionals have a respon- sibility to ensure the long-term strength and continued growth of the meetings industry remain strong. Smith noted the best way to do this is for everyone to focus on the attendee experience. “After years of virtual-only meetings, attendees are eager to network with peers, learn from experts, and take advantage of all the perks that come with traveling to new destinations and attending meetings and events,” he said. “Prioritize the needs of your attendees and routinely assess how you can refine your offerings to exceed their expecta- tions. Use event surveys and data gathered during an event to make the next event better. Embrace accessibility so anyone who wants to attend an event can do so and have a meaningful experience.” Larson laughs when a convention or meeting plan- ner puts out a one sheeter titled something like “How to Convince Your Boss They Should Send You to this Confer- ence,” believing that sometimes planners need to advo- cate for themselves, and be willing to learn and grow in the profession. “Even the most seasoned professional can learn new tricks and better their best practices at meetings and conventions to make the organizations they work for stronger,” she said. It has been widely known for years that travel and inter- personal experiences foster growth, understanding, learn- ing and prosperity, so with that in mind, Martinucci noted promotion is key for continued success. “Embrace a clear digital marketing strategy that focuses on the desirability and accessibility of your destination,” he said. “Use all available tools to target and reach the right customer, and then deliver the experience that they are looking for.” One of the biggest considerations for continued growth of the industry is inclusivity and the understanding of all the people attending meetings and events. “There are multiple generations attending and they each have a different way of engaging and consuming content,” Kramer said. “So how can we use available data to design our events to bring value to everyone? What is the return on experience? Lean into technology, where appropriate. Be comfortable to explore and try new things as it relates to events and using these technologies.” Without question, the industry looks like it will continue to grow. Planners just need to be open to taking a few risks with technology and looking at it through the lens of con- tinual human engagement, performance and potential. C&IT Courtesy of Matthew Martinucci / Visit San Jose Courtesy of Deborah Cohen / Maritz (Top): Tech innovation has played an important role in meeting growth; (Below): Planners and attendees are enjoying collaborating in person again. TheMeetingMagazines.com | Corporate & Incentive Travel | January 2024 17Vendor Oversight 18 January 2024 | Corporate & Incentive Travel | TheMeetingMagazines.com INDUSTRY TIPSP lanning corporate meetings or events often requires a planner to be a “Jack or Jill of all trades.” Managing projects, choreographing event schedules, strategizing the best venues, and handling all of the digital components of the events is not a job that can be done alone. Planners need to select a team of vendors whom they can trust to help carry out their vision. When it comes to choosing and overseeing the vendors involved with a corporate meeting — being streamlined and efficient in the man- agerial process can result in a seamless corporate event. Depending on the scope of a plan- ner’s event, their roster of vendors might look something like this: • Performers • Caterer | Bartender • Decorator • AV firm • Florist • Graphic Designer for event signage and invitations • Photographer | Videographer • Transportation | Parking services As a corporate meeting planner, CEO and founder of Evoke, an experience agency based in Houston, TX, Oana Borcoman understands what it takes to properly manage ven- dors. Boasting nearly 15 years of experience working in cor- porate meeting planning, sales, business strategy and events, Borcoman has strong expertise in the hospitality industry and uses it as a foundation for clients in all industries. Her clients have included Wahlburgers, Red Bull, ForeFlight by Boeing, Landry’s and many other national companies. In Borcoman’s opinion, vendors can make or break a planner’s event, but they can also significantly affect the event execution experience. Certainly, things happen that don’t align with the “plan” all the time, but if a planner has a strong solid relationship with their vendors, it not only gives them peace of mind because they trust what they do, but it also provides for a good foundation to be tough and/ or ask for favors. “People do business with people they like. They can also make life harder on people they don’t like versus people they like,” Borcoman said. It is important to Borco- man that she has wonderful relationships and empathetic conversations with her vendors at all times, because let’s face it, she needs them. Without their trust and diligence, things can go very differently than planned, and as a planner, Borcoman cannot just pull their service or offer out of a hat to fix it without them. “Above all else, relationships mat- ter,” said Craig Dooley, president of SDI Meetings & Incentives in Chicago, IL. “Relationships are the greatest deter- mining factor in the success of an event, because people are doing the work and have to work together — at every stage of planning and execution, and especially in the execution.” Dooley’s corporate clients come from a range of indus- tries — from financial services and insurance to manufac- turing to medical services — supporting the executives and teams who lead their organizations’ off-site meetings and incentive travel programs. “The health and strength of these relationships make the difference between a transaction and a partnership, and it’s what makes a good event great,” said Dooley, who strives to establish partnerships, mutual success and a little bit of fun along the way — not only when things go well, but especially when things don’t. BY MAURA KELLER How to Manage Your Event Vendors More Effectively TheMeetingMagazines.com | Corporate & Incentive Travel | January 2024 19 It is paramount to clearly communicate expectations, goals and tasks to ensure everyone understands their roles and responsibilities. Next >