< PreviousO pen any news web site or turn into any cable news broadcast and you are bound to see news and updates about the global unrest facing a myriad of countries. Due to this continuous tur- bulence, some corporations and their meeting planners are evaluating their global meetings and events strategies and are considering the potential risk to attendees who may be traveling from near and far to attend gatherings across the globe. According to Stephan Malvoisin, senior vice presi- dent of partnerships (U.S.) for Crisis24, a GardaWorld company that provides actionable risk management solutions to companies around the world, the cur- rent state of corporate travel on a global level remains below pre-pandemic levels, with September 2023 seeing approximately 81% of the travel levels observed before the COVID-19 outbreak. This percentage is comparable to the figures from September 2022, which also hovered around 79%. This is based on data from Crisis24, which holds comprehensive travel tracking metrics and trends in corporate travel. “In light of the recent unrest in the Middle East, Cri- sis24 has worked with many companies to facilitate evacu- ations from Israel and neighboring countries,” Malvoisin said. “The impact of the conflict has primarily been local- ized to the region, prompting some companies to prioritize the safety of their personnel and stakeholders by refraining from non-essential travel to these areas.” Due to heightened safety concerns, individuals of certain backgrounds or ethnicities who may not feel as comfortable travelling are choosing not to undertake non-essential corporate travel to certain regions such as the Middle East. “Considering the dynamic situation in the Middle East, corporations are also electing in many cases to postpone non-essential travel to the area, opting to assess the evolving Corporate Travel BY MAURA KELLER Global Travel Safety Tips for Corporations 30 January 2024 | Corporate & Incentive Travel | TheMeetingMagazines.com INDUSTRY TRENDScircumstances and potential risks before resuming their global travel plans for corporate and incentive meetings and events,” Malvoisin said. Corporate travel and wellness expert, and founder of Satchell Global Wellness, Edyta Satchell, helps corporate meeting planners and travel managers to boost their traveling employees’ energy, productivity and success by implementing traveler wellness programs focused on health, nutrition, emotional wellness, vitality, physical wellness and much more. The current state of corporate travel changes based on the political instability in impacted regions. Two years ago, the corporate travel was limited in the east- ern Europe by the war in Ukraine. Now, it is impacted by the war in Israel. “Corporate travelers will not stop, they will avoid impacted countries and will shift their travel to nearby regions to continue running their business and meet- ing their clients and suppliers,” Satchell said. “Corporate events and conferences may seem to be cancelled in those impacted countries and regions, but they in fact continue to take place in the neighboring countries.” For example, during the war in Ukraine, the business travelers stopped traveling to Ukraine and Russia but instead they started traveling to neighboring countries such as Poland, Hungary and others, which gives an oppor- tunity to the border neighbors to gain more travel traf- fic and business. However, some companies express concerns fearing that the neighboring countries are too close to the war zone and they will prevent their employees from traveling to the neighboring countries as well. The Biggest Concerns For meeting planners, c-suite executives, and corporate meeting attendees, health and security remain paramount concerns, especially during times of uncertainty. As Mal- voisin explained, companies and individuals must priori- tize the health and well-being of their personnel by stay- ing informed about potential health risks, such as disease outbreaks or public health emergencies, and implement- ing necessary precautions to safeguard against these risks. Similarly, staying informed about potential security threats and adequate preparation for travelers is essential to ensure their safety in unfamiliar or volatile environments. Not surprising, for corporations, the biggest concern is the duty of care. Taking the right care of their traveling employees is key, and being able to get them home quickly and safely in the event of any type of an emergency not only caused by political instability but also by natural disasters — volcano eruption, earthquake, tsunami or global pandemic, to name a few. In such situations, Satchell said the traveler tracking tools and systems, along with the strong partnership and fast response from the travel sup- pliers, are a must. “For travelers, it’s the fear of getting stuck, not receiv- ing support on time and the financial burden,” Satchell said. “Travelers need to understand what their options are, i.e., are TheMeetingMagazines.com | Corporate & Incentive Travel | January 2024 31 For corporations … taking the right care of their traveling employees is key.they allowed to spend extra money in the event of “getting stuck” somewhere in the world or do they need to cover the extra costs out of their own pocket. They need to understand what are the travel alternatives, the Plan B options and who will cover the extra costs.” For event planners, Satchell said it may seem that the big- gest problem is securing the venues, hotel space and room nights in new locations. However, she believes that for them the most important factor is the human factor. They under- stand that the events are key to performing their company business, growing revenues, gaining new clients and main- taining relationships with their suppliers. “It’s the people and relationship building opportunities through every event, which will not continue to be developed if events are cancelled,” Satchell said. “I know event planners will do their best to move their events to new destinations.” Malvoisin stressed that companies should ensure that they have access to real-time intelligence and pay attention to travel updates from the U.S. State Department. Timely and accurate information can help mitigate risks and ensure the safety and security of travelers. It can also help better catego- rize travel into critical and non-critical. “Conduct thorough analysis and stay informed with real-time information,” Malvoisin added. “Having access to comprehensive risk analyses at a granular level is vital for understanding the potential challenges and risks associated with specific global destinations. This enables informed decision-making and risk management throughout the planning process.” Planners should also have a solid understanding of insurance coverage. It is crucial to assess whether the existing insurance policies adequately cover the scope of the planned meetings and events, particularly in international settings or in locations where there may be some regional conflict. Additionally, Malvoisin said evaluating the suitability of local partners and vendors is essential to ensure that they are well- equipped to handle the scale and requirements of the events being organized. In his experience, Dr. John Rose, chief risk and security officer at ALTOUR, is not seeing companies pulling back; however, the State Department Global Travel Level 2 cau- tion alert has made most companies revisit their duty of care program and ensure proper processes to assist their travelers. “Having a pre-trip risk professional conduct in-person assessments of the venue and general locations being considered for the event is advised,” Rose said. Considerations To Make Given the lingering uncertainty caused by the COVID- 19 pandemic, which was the first global incident where nobody knew what was coming next, attendees may still carry psychological apprehensions about traveling. This is especially true when faced with the prospect of navigating potentially unstable or unpredictable global travel situations. “Meeting planners should remain mindful of Courtesy of Edyta Satchell Edyta Satchell, who creates wellness programs for traveling planners, recommends creating Plan B scenarios and getting travel insurance in case of emergencies. 32 January 2024 | Corporate & Incentive Travel | TheMeetingMagazines.comthese concerns and prioritize clear and transparent communication to alleviate any anxieties,” said Malvoisin, who also suggested that meeting planners must thoroughly assess the adequacy of insurance policies to account for various travel-related uncertainties. Understanding the specific coverage provided for different aspects of global travel, including health and security concerns, is crucial for ensuring the safety and well-being of attendees in potentially challenging environments. “Staying abreast of any changes or updates in insurance policies is essential to guarantee comprehensive coverage for all attendees,” Malvoisin said. “KC” Campbell, CBCP, CPP, certified protection profes- sional, board certified in security management at Blue Gla- cier Security & Intelligence, said corporations should have a travel risk management program that includes travel secu- rity training, a requirement for travel approval at a specific management level in the organization (e.g., branch or sec- tion head), travel briefs tailored to the location, and a reli- able means to get alerts to and information from travelers. “The corporate event program should also ensure that employees know that they have a ‘duty of cooperation,’ which means they have a responsibility to protect themselves,” Campbell said. “Companies can do all of this in house, or they can contract out some of this to one of sev- eral companies that specialize in travel security or risk management.” There’s a misperception among Americans of what the U.S. government can do to assist them during crises overseas, especially after it has issued these warnings and begins to evacuate embassy personnel. Companies and meeting planners should realize that the U.S. is not legally required to evacuate Americans from global hotspots. Avoiding Problems As with any fluctuating travel situation, there are bound to be ongoing changes of which planners need to stay abreast. So, failing to conduct comprehensive research and risk assessments of specific regions or locations can lead to unforeseen challenges during global travel. Proactive moni- toring and adequate preparation are essential to anticipate potential risks and uncertainties, enabling companies to implement effective contingency plans and streamline their global meetings and events. One common mistake corporate meeting planners make when it comes to global travel uncertainties is overlooking the importance of local partnerships. “Establishing strong partnerships with reliable local enti- ties is crucial for ensuring smooth operations and addressing any unforeseen issues that may arise during global meetings and events,” Malvoisin said. Having the right partners locally can help companies navigate cultural nuances, regulatory requirements and logistical challenges, thereby streamlining their global endeavors. Also, proper risk mitigation can easily reduce an organization’s traveler’s exposure to something terrible happening, and if it does happen, it can provide the appropriate service when needed. Satchell’s recommendation is that corporations purchase travel insurance for their employees in addition to their regu- lar medical insurance. Whether employees travel frequently on business or on vacation once a year, it’s a service and a tool that will give them peace of mind in the event of travel in the uncertain times and in the event of any type of emergency (i.e., lost luggage, flight cancellations, increased cost of hotel bookings for extra room nights caused by emergencies, etc.) If the companies have travel insurance in place, Satchell recommends that they check the fine print and ensure natural disasters, political instabilities and similar are covered. If not, they need to add them to the benefits. All of these are crucial to ensure the peace of mind of not only the traveler, but also the corporate travel manager, the company owner, the travel manager, the event planner and many other team members involved and impacted in the travel of their work colleagues. “Corporations also should train their employees on the so called ‘Plan B,’ ‘what if’ scenarios. What are the coun- try evacuation steps, alternatives in the event of anything unforeseen happening?” Satchell said. “They need to know who to call and when. Most importantly, they need to know how quickly they can receive the support they need.” Corporations have a legal duty of care, and this extends to international travel. As Campbell pointed out, compa- nies have been sued by employees — and some of these law- suits were successful — because these employees felt their employers failed in their duty of care responsibilities. “So, travel risk management is not only the moral and ethical thing for companies and meeting planners to do,” Campbell said, “It can also mitigate against costly lawsuits and reputation risk.” C&IT TheMeetingMagazines.com | Corporate & Incentive Travel | January 2024 33 Having a pre-trip risk professional conduct in-person assessments of the venue and general locations being considered for the event is advised. DR. JOHN ROSE Chief Risk and Security Officer, ALTOURA s we closed the door on 2023, meeting and event planners looked back — and forward — at their industry. While no one can predict the future of meetings, planners’ focus is on making better meetings matter. On venues designed for the digital age with state-of-the- art technology that provide seamless integration for various tools. On looking closely at the latest trends in travel, hos- pitality and the business of meetings. And that, of course, includes budgets that are out of sync with real costs and the repercussions of widespread staffing shortages, which are among the top issues planners face. From a planner’s perspective, 2024 still looks positive, even though budgeting continues to be an unresolved problem — and the number one most challenging aspect of event planning. “We’re paying more and getting less for what we’re paying for. Everything related to a meeting is more expensive,” said Julie S. Nack Locke, CMM, CMP, regional vice president with HelmsBriscoe. “Demand is high, and negotiating is tougher than ever. Concessions are less than they use to be and most of the time we’re seeing room rental that is minimally negotiable.” AV costs are astronomical and unaffordable, according to Locke, who negotiates for groups to bring in outside AV and bid it out. Most of the time, outside AV companies are 30% less even while paying a liaison fee to bring them in. Unfortunately, it’s not just a matter of the higher prices. Locke said some organizations are ill prepared to meet these costs, as they haven’t budgeted properly and can’t afford what’s out there. Although not new, staff shortages continue to affect meet- ings, attendees and planners. “Service has gone downhill in many properties because of staff challenges or staff from out- side the industry who don’t understand customer service and what hospitality actually means,” Locke said. “Hotel owners want more profit, so costs keep rising and demand on staff keeps increasing.” Still, Locke said, 2023 was a good year. “I’ve been busy; meetings came back fast and furious post Covid. People need to see each other and have human connection.” That said, she believes the work of planning has changed, in part due to repercussions of staffing problems. In addi- tion to lack of experience and training in the industry, Locke noted, “Many don’t have autonomy and can’t make decisions without their managers and sometimes even without owner- ship involvement.” These issues create roadblocks in the planning process, and Locke believes they threaten the industry in multiple ways. She sees staff training as key. “Organizations need to focus on training, otherwise our incredible industry is going to lose the impact of true hospitality. For example, on Sept 30, I got two demands from hotels that if the group didn’t sign that day the rate would increase, and they’d lose their conces- sions. In 22 years, I’ve never seen that behavior or ultimatum.” The actions of some hotels, she continued, are driving cli- ents away. “A client recently was charged $72+ (about $100 pp) for breakfast. I asked the sales manager if he was going to serve diamonds on the side. It doesn’t make sense for anyone BY CHRISTINE LOOMIS Better Options, More Efficiency, Accuracy in the Industry A Planner’s Perspective 2024 34 January 2024 | Corporate & Incentive Travel | TheMeetingMagazines.com INDUSTRY TRENDSto serve $100 eggs and toast. The group will never return to that hotel and their offices are next door.” As for what companies and corporate executives can do to improve things, Locke suggests they look at the bigger eco- nomic picture so they can create realistic budgets. “Prices in supermarkets have increased and thus F&B at hotels has also increased. Gas prices and trucking costs have increased, which causes almost everything to be more expensive. And staff costs have increased as unions demand more for employees, which also causes a rise in pricing.” Finally, Locke noted that political topics impact meetings as well, particularly meeting destinations. “Politics definitely affect some of my groups because of women’s rights, abor- tion, LGBTQ rights and other political issues. Right now, I have three groups that have told me I cannot consider certain states for future meetings.” Susan Adams, vice president of engagement strategy & corporate services with Next Level Performance, works with incentives and sees many of the same issues, but overall believes things are stabilizing. “After the dramatic drop in group travel during the height of the pandemic, and the subsequent explosive return in demand, we’re beginning to see the market stabilize. The times of limited travel seem to have cemented the understanding that face-to-face meetings and experiences are important to organizations, and inquiries and bookings are still very brisk.” Adams, who became chair of the Incentive Research Foundation (IRF) this month, noted that the recent Incen- tive Travel Index Survey by the IRF and SITE Foundation showed that incentive travel buyers expect activity and spend to rise for the next two years. “While staffing is still a challenge in many corners of the industry,” she said, “new hires are beginning to be more established in their roles and overall satisfaction in service seems to be improving. Now that we’re two years past the initial reopening for business, clients and planners expect the guest and planner experience to be at the same level as pre-pandemic. However, service levels remain the second most concerning issue facing planners today, according to the IRF’s Incentive Travel Programs — Expectations and Challenges study.” Adams believes the combined effect of high demand, a need to attract more qualified staff and inflation has signifi- cantly increased costs. “This puts pressure on every partner in the supply chain, as well as on clients, as they forecast for the future are faced with absorbing unexpected expenses now.” Like Locke, Adams said 2023 was a good year. “It’s been a robust and successful year for incentive travel. We work with clients across many industries. Consistently, they’ve prioritized connecting with employees and customers this year. This may be in part due to an increasingly remote and/ or hybrid workforce. But taking time to share experiences, network and engage is a successful strategy to achieve goals and strengthen all-important relationships.” Most incentive programs for 2024 are already set, but things may change as we go into 2025. For 2024, we’re seeing continued increase in demand for international programs, most notably in Western Europe and Asia. “Many clients are finding international destinations not only highly desirable for program audiences but also cost effective because of currency exchange or the local econ- omy,” Adams explained. As he noted, we live in volatile times and that probably means change is likely. With a 2024 general election, high costs for air and ground services and an economy that benefits some industries and challenges others, there’s a good deal of instability. “Add to that global unrest due to conflicts in other regions and we can expect surprises. If Employers are turning to face to face experiences to engage and develop their teams. Courtesy of Stephanie Harris, Incentive Research Foundation TheMeetingMagazines.com | Corporate & Incentive Travel | January 2024 35conflicts continue, I anticipate greater interest in domestic destinations in 2025 and beyond.” Despite the volatility, Adams said, “Senior leaders are showing commitment to finding time to gather, deliver the message of the organization, recognize and reward partners and deepen connections.” Even in the best of times, Adams calls planning challeng- ing work. “Balancing the art of the guest experience, the goals of the program own- ers and maintaining careful control over budgets — particularly in a time of inflation — requires great skill and dedication. But in the past few years, the pan- demic created unique obstacles to program delivery that are just now beginning to fade. As staff- ing levels increase and services are more predictable, planners can rely on partners such as DMCs and CVBs to collaborate on successful programs.” Yet new expectations have also emerged, Adams noted, including an increased focus on branding and sponsorship dynamics at incentive programs. “Marketing and communi- cations teams have a greater role to play in communicating using new technologies. Additionally, many clients are inte- grating their travel and non-travel rewards programs to be more cohesive and more naturally carve a path for employees or customers as they navigate toward achievements.” When asked what industry leaders can do to improve the industry and the work of planners, Adams said, “Lead- ers must always be on the lookout for ways to provide bet- ter options, more efficiently and with accuracy. For exam- ple, industry leaders must provide the tools and resources needed for planners to deliver the best programs.” She gives examples such as a DMC that can provide quick turnaround and creative event ideas no one has seen before, or a technology company with a new activation that makes it more fun for attendees to receive information at an event. Additionally, she said, “We’d love to see more involve- ment from leaders in the airline industry. From corporate to incentive travel, business travel has a great role to play in the future of the travel industry as a whole. A more effective partnership in delivering a guest experience seamlessly from the moment the guest leaves their home city until they return would be most welcome. Air lift is often a deciding factor in choosing destinations, so having a good handle on existing flights and any plans to further develop capacity on a specific route is important to us and our clients. Airlines have had their hands full with recovery and rebuild, and we hope to find ways to work collaboratively going forward.” The C-suite has a part to play, too. “As we move into 2025 and beyond, we look forward to discussions around evolving budgets reflecting the marketplace,” Adams said. “We also rec- ommend committing to 2025 and 2026 programs soon if they have not already been scheduled. In many of the most desir- able destinations, ideal dates continue to be in high demand. Being able to secure space and any special venues or activi- ties early will go a long way toward controlling spend and reducing risk.” Taya Paige, CMM, CIS, DES, HMCC, strategic advisor with ITA Group, said 2023 was a strong year but cautions that much in the indus- try has changed. “Events came roaring back in 2023. There were more programs operated than ever before at ITA and it seemed everyone was making up for nearly two years of ‘pivoting’ due to Covid. As part of the comeback, however, attendee values changed. They want to feel emotionally connected to a brand and expect more immersive, participatory and authentic event experiences to make attending worth their time.” With that change in attitudes, Paige added, “comes increased pressure for events to be ‘reimagined’ and more aligned with marketing objectives and attendee needs. With rising costs and labor shortages still impacting operations and budgets, purposeful, attendee-driven experiences and investment in the right places are necessary for events to stay competitive and attract attendees.” Budgets are an unresolved problem. Inflation, the continu- ation of leisure travel’s impact on air and room rates, and “a transition of industry knowledge” resulting from the outflow of experienced workers during the pandemic and new people coming in without deep experience, all play a part. How orga- nizations view themselves and their events in the context of the larger world also matters in terms of sustainability, diver- sity and inclusion, which can also impact budgets. “Brands are challenged with having a more nuanced understanding of not only their impact on the environment, but also larger issues related to societal impact and diversity and inclusion (ESG and DEI). Moving from promises to action starts with all of us — clients holding event agencies respon- sible and event agencies holding supplier partners account- able. Developing strong action plans with supplier partners is critical for ensuring that high-level goals are met with on-the- ground action. This requires thinking about having the right measurement and reporting in place to show the impact.” In terms of how the actual work of planning has evolved, 36 January 2024 | Corporate & Incentive Travel | TheMeetingMagazines.com [Attendees] want to feel emotionally connected to a brand and expect more immersive, participatory and authentic event experiences... TAYA PAIGE, CMM, CIS, DES, HMCC Strategic Advisor, ITA GroupPaige pointed to shorter windows and delayed decisions. “Planning timeframes have been condensed for some time and important decisions have been delayed, which only adds to the issue. Being able to source and get driving decisions made earlier would make the work much smoother. We’re starting to see that shift in 2025, but the issue remains for many programs/clients this year. It will just take time to get out of the cycle.” The planner’s job has expanded. “We’re increasingly involved in the overall strategy and end-to-end planning, including content design, engaging learning and development (pre-, during and post-event), hybrid attendee engagement, experiential production and overall run-of-show.” Embracing change, she added, is a crucial step in the pro- cess, as they have so much data to work with now to person- alize the experience for attendees. “We must lean into this data and leverage it wherever possible, but also be sure we don’t lose gut instinct. We should be afraid to not make changes,” she said. “Let’s be honest, it’s more fun to play and try things that are different, which makes for a more amazing journey for your attendees year after year.” The solution to many industry issues, Paige believes, is purposeful collaboration and communication. “There’s a com- mon desire for open lines of communication, reciprocity and a mutual understanding that we’re striving for the same goal. Understanding how we can all work together and the complex- ity we all face at a personal, human level will help us meet these challenges. Having strong, reliable partnerships with DMCs, hotels and security teams is critical for successful programs.” Stephanie Harris, president of the Incentive Research Foundation, said the industry continues to see strong per- formance even as post-pandemic volume pushes start to level out. The demands of a changing workforce, both working from home and a generational shift, are creating more and more need for meetings and incentives. “As employers look to engage and develop their teams, they’re continuing to turn to face-to-face experiences, which are driving current volume. An increase in volume is pre- dicted in most sectors into 2025,” said Harris. This as a year in which organizations shift destination choices. “There’s a strong drive within organizations to uti- lize destinations that are new to their group. For U.S. buy- ers, destinations like the Caribbean and Western Europe are higher in the consideration set than a year ago. We’re also seeing U.S. buyers look at Canada as an opportunity to experience a new destination or new type of program while remaining close to home and taking advantage of a strong dollar in a challenging economy.” Harris sees rising costs coupled with a seller’s market con- tinuing into 2025, meaning hard choices must still be made about program destinations, length, attendee numbers and other elements. The goal, however, remains the same: ensur- ing a great experience for participants that makes attending the program worth their time and money. “The economy is incredibly challenging,” said Harris. “Program owners faced with budget challenges may do well to step back and look at the qualifying criteria for their incentives. Are there opportunities to make the programs self-funding? Are there opportunities to change the thresh- olds? This is a delicate area as it’s important not to alienate potential incentive earners.” The good news, Harris said, is, “While C-suites are familiar with rising costs, they also see the need to bring their people together. And when it comes to incentives, the people earning them are the very people you need to retain and keep engaged.” Like Paige, Harris believes better communication is critical. “Across the industry there’s a sense that relation- ships between buyers and sellers are more challenging and complex than they’ve been historically. Whether related to speed of RFP or availability of responses, budget challenges or service-level challenges, the biggest gap is often com- munication. In a high-volume landscape, people often don’t take the time to understand what the other side is saying or asking for and instead work on assumptions. Both buyers and sellers want more clarity throughout the process. That time investment can make a tremendous difference during program operation.” Budgets, staffing, volatility, partnerships, communica- tion — these are the watchwords in the industry today and it seems for at least another year as well. Yet in spite of ongoing challenges, the planners’ perspective is clear: the meetings of the future will be about breaking down barriers and meeting people where they are, in the ways they want. C&IT Courtesy of Julie S. Nack Locke, HelmsBriscoe The industry is still seeing staff shortages. Not only is it important to have adequate staff, but it is essential to provide on-going training as needed. TheMeetingMagazines.com | Corporate & Incentive Travel | January 2024 37W eighing the benefits and draw- backs of using an in-house AV team for meetings or corporate events versus choosing an outside production company revolves around a host of factors — from cost considerations to the skill level of the AV team. The decision depends on variables of the meeting itself, such as the production level needed, the location of the meeting or event and the rules and regulations of the venue being used. “The rule of thumb is it’s really dependent on the scale and size of what’s being requested,” said Heather Franse, production director on the business development team for corporate events at PRG (Produc- tion Resource Group). “A lot of times with the in-house AV part- ners, they can provide up to a certain level of support with monitors and audio. But once you’re looking to do anything that’s high- level technical, some- thing that has a lot of connectivity, some- The AV Dilemma BY MARLENE GOLDMAN In-House vs. Outside Production Companies Courtesy of Encore 38 January 2024 | Corporate & Incentive Travel | TheMeetingMagazines.com INDUSTRY TIPS The more complex and large-scale the production needed, the more likely the planner may want to seek an external AV company.thing that has a very large scale to it, that’s the time in which you want to start really looking to partner early on with an external company.” Robyn Davis, president, SITE Southeast, also bases her decision by the size of the meeting. “Usually with the small ones, we might just need a screen or projector, or a micro- phone, so it makes more sense to use the in-house AV. It used to be that the rule of thumb was to go in-house for the larger meetings too, but in the past few years, I’ve personally have found that I am more apt to go outside of the in-house for the larger ones.” The Benefits of In-House Hotel contracts often favor working with the in-house AV team, which can make choosing an outside company the pricier option. According to Kate McCarthy director of Global Events at Datadog, some hotels add fees for items such as power, inter- net and room rental that make the choice cost prohibitive. “There is language now that says that if you bring in an outside company, you need to pay this fee for data, for exam- ple. Ten years ago, you really didn’t see that as much but now, more and more, the standard contracts that you’re seeing from these venues are inclusive of those kinds of clauses. As a meeting planner, you’re like, is it worth it?” McCarthy will choose the in-house option under certain conditions. “A lot of times it’s easier just to play the game and go in with the in-house if I feel like they’re qualified and if they’ve got the standard equipment. If the people that I’m talking to on staff know what they’re talking about and if I feel like I’m getting the attention that I need, if the service level is there, I’m not going to have concerns.” McCarthy also noted, “An in-house team has an advan- tage because they can move in for you overnight versus if I’m bringing them in from outside — they’re going to only get my space when it’s contracted at 10 a.m.. If I use the in- house, they’re going to get in the night before at 8 p.m. when the previous group moves out, so there’s a huge advantage to doing it that way.” There are other benefits to choosing the in-house option. In general, an in-house AV team will have a greater knowl- edge about the venue and be able to work more seamlessly with the hotel catering and other aspects of the meeting space. McCarthy said, “I think the driving decision is often the venue itself. If it’s an old venue, if it’s a special venue, if it’s something where they have an in-house that is inti- mately familiar with the ins and outs of that venue, you want to go with that in-house because they’re going to have some insights into the quirkiness of, say, an older venue.” Photos courtesy of Heather Franse, PRG An outside production company may take care of audio, video, rigging, design, logistical support, scenic services and more. TheMeetingMagazines.com | Corporate & Incentive Travel | January 2024 39Next >