< PreviousTech Support Several technological tools are particularly important for remote planners, in terms of both project management and keeping in touch with either the office or clients. At Momentum Events, one program does everything. “We use Salesforce and every email and call is recorded in there so, at any point in time, you can see what people have done that day. Everything is very transparent. We also use it to track speakers, attendees, sponsors, etc. for each of our events. It has extensive reporting.” HP uses Smartsheet, a project management software that Adcock describes as ‘Excel on steroids.’ It sends reminders that other people have assigned you tasks and to check that work is done. She uses it for rooming lists that she can send to the hotels. Tools that make sharing information with colleagues and suppliers easier for planners are vital. “When you are remote, and you need to hand something off, it’s not like you can run [to a central spot] and print it out. These file- sharing systems just make that part smooth and easy now. You have to have that to work remotely,” she says. Adcock also is a fan of OneNote, as is planner Alex Doyle, VP, meetings & events, Century21, who has worked at home for 20 years. “I can see, in real time, what others on the team have done. If they only updated the rooming list, or all the AV specs, boom, I see that right away. It’s a good way to organize projects,” says Doyle. He also sees potential in the next technology frontier — AI (artificial intelligence). “We took some of the propri- etary forms that we use a lot and fed them into ChatGPT. It did spit out a much better version of what we had created.” Plus, he adds, the tool is a potential time and effort saver. “We had a form where we had to manually populate all of the information. That’s time-consuming and it leaves room for error. With AI, there’s greater efficiency.” For her part, Stanséll says, “We do screen share a lot if someone has a question or we can walk people through something. I was meeting with a client and we had a docu- ment up on the screen. I could see what she was adding and when we were finished the client said, ‘Oh I thought this was going to take forever’ but because we had the tech- nology, it only took us 20 minutes.” Time Management Sometimes, the tools that remote planners use aren’t technology; they’re boundaries. That allows them to get work done. Doyle notes, “Early on, my wife would ask, ‘Can you do the laundry today?’ So, I had to say, ‘But I’m working, even if the laundry room is just 14 feet away.’” Like Stanséll, he too sets working hours that, while they’re specific, they enable him to work at the times that are best for him, and with less interruption than being in an office. “Working from home, I feel that the productivity is much greater,” he contends. “For a recent incentive pro- gram in the Dominican Republic, I probably had 100 hours of prep work to do and if I were in the office, for every hour of preparation, it would take me an hour and 20 or 30 min- utes, just because people come in to ask you questions or somebody wants to have a meeting.” Doyle continues, “Working at home, people don’t just stop by my home office. I would say that I have 20% addi- tional time savings by working remotely because there are fewer pop-in interruptions, so I get more out of my day.” Being Seen and Heard For meeting planners working remotely, one poten- tial downside is isolation or feeling left out of the loop in the office. “What you miss more than anything while working remotely is the office culture,” Doyle admits. “Everybody at the office might be talking about the latest sale at Macy’s, or there’s someone who’s a Swiftie [a fan of singer Taylor Swift], or you want to know about somebody’s weekend.” He has found a simple solution to compensate: small talk at the start of Zoom calls. “Make the first eight to 10 minutes the watercooler. Ask how people are, what they’ve been up to and ‘how was that wedding you went to last weekend?’ For others, participating in some sort of network — whether through colleagues, industry associations or more informal groups — is vital, simply for the many benefits that come from interacting with other human beings. Hunter and her direct reports, “communicate all day long through G-chats and meetings on camera. That helps us create as much of a culture as we can. We have a com- pany meeting every week and we’ll have virtual happy hours and things like that but if you do that too much, it ends up feeling more like a chore, so through trial and error you figure out the right balance.” Similarly, Adcock keeps the lines of communication open with her colleagues. “I’m really intentional about reaching out to my co-workers and saying, ‘I’m online, do you want to chat for five minutes?’ Even if we’re not work- ing on a project together, I work to stay in touch. That social element of work relationships is really important.” Working from home was required when my kids were younger; it gave me a lot of hands-on time with my family. KRISTEN HUNTER VP of Content & Experience, Momentum Events 50 May 2024 | Corporate & Incentive Travel | TheMeetingMagazines.comFor Stanséll, getting out of the house every day, even if it just leads to a chat with neighbors, is key. “I do get out of my home every day, not necessarily for business, sometimes it’s just to go for a walk, or to go to the market or the library, and maybe you’ll talk to someone,” she says. “You just have to get out; it’s really important and it breaks up the day.” Ironically, not only do remote planners need more net- working events than those who toil in offices, it’s often easier for them to get away from work, Stanséll notes. “I once had a client who I visited in their office twice a week and the staff planners there signed up for monthly MPI meetings all the time but they rarely would go because they couldn’t break away from their desks.” “Maybe when you work in an office you think, ‘Oh I should stay and see what’s going on.’ Or maybe you called in sick earlier in the week so you figure now you have to stick around. There’s a self-consciousness about leaving the office, even when planners are encouraged to attend indus- try events,” says Stanséll. While those who work off-site may be better able to come and go on their own schedule, that doesn’t mean they’re not working, and sometimes that has to be proven. At Momentum Events, employees are trusted to get things done when it makes sense to them, and some people have taken advantage of that sys- tem, Hunter admits. But that doesn’t mean off-site workers, whether they’re employees or contractors, can’t be trusted. However, she says, “Working remotely, you have to be mature and manage your time.” For the Future Companies that embrace a remote work culture, whether for one employee, a department or the whole firm, have a leg up when it comes to hiring meeting planners, asserts Adcock. Not only are they more appealing to many job applicants who value flexibility, it’s beneficial to the company too. “Planners don’t typically organize events in their home- towns so they can be anywhere, and most of them don’t want to have to move for a job, especially as they get further into their careers, so it’s great to have companies that will let people work from anywhere.” Additionally, she says, “[Permitting remote work] helps recruitment because companies are not geographically limit- ing themselves. They can go out and find the best of the best from across the country. We have some outstanding planners on the team because of the ability to hire from anywhere. So. if companies can find quality planners where they are, and not have to pay to move them, it’s a win-win.” C&IT Come for the meeting setting. Stay for the sun settings. Only one meetings destination offers the quintessential Carolina Coastal Experience. Our charming historic riverfront town and walkable Convention District offer easy access to the only convention center on NC’s coast, shops, restaurants and entertainment, with three island beaches just minutes away. Discover fresh possibilities on the best of the Carolina coast WilmingtonMeetings.com | 800.650.9064 TheMeetingMagazines.com | Corporate & Incentive Travel | May 2024 51Hence the need for event contracts. Drafting one that’s fair to both sides is daunting but it’s necessary, and as sev- eral planners and an industry lawyer contend, it’s possible to draw up contracts that can fulfill a meeting or incentive group’s desires and expectations — if not exceed them. “Come to the table with what you want to see, be wiling to give up some things and fight for the things you need,” industry attorney Barbara Dunn, partner, Barnes & Thorn- burg, advises planners. Force Majeure If nothing else, having a force majeure clause in a meeting contract is vital. Meaning “superior force,” and sometimes called “acts of God,” force majeure refers to Event Contracts BY RAYNA KATZ Ensuring What’s Promised Courtesy of Mary Clare Darland / Maritz G iven the meeting industry’s frequently uttered mantra, “It’s a relationship business,” there needs to be trust between meeting or incentive planners and hoteliers, and vice versa. However, during the request for proposal process, the site visit and initial negotiations, a hotel might, possibly, exaggerate on what it can promise, just as a planner might do when asked what a group will deliver. INDUSTRY INSIGHT 52 May 2024 | Corporate & Incentive Travel | TheMeetingMagazines.comsituations that interfere with a meeting — such as extreme weather, labor disputes or war, for which neither the plan- ner or the supplier is responsible. Technically, if a meeting was canceled and a lawsuit was filed, if the contract didn’t have such a clause, the courts would “apply the impos- sibility standard,” according to Dunn, setting the table for a group hampered by a hurricane to be excused from paying cancellation damages. But those cases are decided by state case law, she noted, and putting the words in writ- ing is recommended. “A force majeure clause should be included in every con- tract,” Dunn emphasizes. “There are many circumstances in which the hotel is operating but a group can’t get there. Force majeure gives both sides the opportunity to negotiate over a circumstance that would excuse performance.” For example, during the pandemic, Dunn represented a large corporate meeting that had approximately 14 hotel con- tracts and one with a convention center. But the meeting venue was being used to treat COVID patients and dispense vaccines. Fortunately, although Dunn came to the group after the contracts were written, “about 12 of the hotel contracts had force majeure clauses and cross-contingency language regarding the conven- tion center’s availability. The other two hotel contracts cost the group over $500,000.” Those cross-contingencies are vital when a planner is working with multiple hotels or venues, adds veteran planner Joan Eisen- stodt, principal, Eisenstodt Associates, LLC. “Any contract in which multiple facilities or vendors are involved should have protections in case a supplier can’t perform,” she says. “Planners must determine the impact if one or more of those entities can’t perform their obliga- tions, and how they want to be compensated.” For example, groups could ask for help finding guest rooms or meeting space, and they must consider the impact on rates and accommodation types, says Eisenstodt, who often testifies in contract disputes as an expert witness, “Write what you want them to do to help you.” Having a force majeure clause enables a group to have a conversation with its hotel when a challenge arises, says Mary Clare Darland, director, sourcing, Maritz. “If there’s a natural disaster, a war, a pandemic or a strike, and the hotel is fine but the group can’t get there, we have to think about how the group will be impacted. Force majeure creates room for those conversations.” Cancellation and Attrition Cancellations happen. Sometimes it is because a CEO is sick, flights are canceled, a meeting just can’t happen or it does take place but with fewer than expected attendees. And sometimes, it’s the hotel that calls the whole thing off. But planners don’t need to have fear; they can protect them- selves and their organizations in their contracts. For starters, consider how much money is due, and when it’s owed, if a meeting needs to be canceled, Dunn advises. “Cancellation fee sched- ules often are on a sliding scale at, say, 12 months, six months and three months, but they don’t have to be; you can nego- tiate,” Dunn advises. “If you know that your devel- opment team says the meeting is ‘go/no-go’ at five months, then make five months the lower tier of a cancellation. Those are easy terms to negotiate.” In circumstances when a meeting can’t happen, planners can structure repayment in a manner that causes minimal harm to the meeting sponsor, adds Darland. Maritz did that during the height of the pandemic with a construction client that pushed a Europe-bound gathering back a year. “When the time came to operate the program, the number of people attending was much smaller than originally contracted and the group did not need its second hotel,” Darland explains. “That hotel’s block was cancelled and we worked with the property to have the group pay 50% of the cancellation charges and use Before coming to the table, planners should know what they are willing to negotiate on and what they will fight for. A force majeure clause should be included in every contract... Force majeure gives both sides the opportunity to negotiate over a circumstance that would excuse performance. BARBARA DUNN Partner, Barnes & Thornburg TheMeetingMagazines.com | Corporate & Incentive Travel | May 2024 53the other 50% for a group function while in Europe. This helped everyone involved.” It’s also worth considering how easily a hotel will be able to sell rooms, or how difficult that endeavor will be, Darland notes. Advance notice helps but properties in major downtown areas also have an easier time securing last minute guests, versus hotels that are on a secluded island, for example. That makes a difference in terms of deciding the amount of damages that are appropriate to put in the contract. For situations when it’s the hotel that has to cancel the group, planners need to make certain that contract terms work for them, Dunn cautions. “Sometimes, you will see language that says, ‘hotel will provide an alternate substi- tute’ and the group has to take it. I don’t like that, because the group knows where its meeting fits best. So, pay atten- tion to that.” Groups do have leverage in these situations as they are a breach of contract. On attrition, which is the difference between the number of room nights a meeting planner committed to and what actually was sold, Sarah Shewey, CEO and founder at Happily, an event produc- tion firm, often finds her team renegotiating hoteliers’ proposed language. “Some hotels are asking for 75% upfront, and then 25% later, so waterfalling that more is critical because it’s prob- ably what affects the budget the most,” she says. “That’s especially the case for ticketed events because people always buy their tickets at the last minute. So, we reverse the clause and we pay 25% upfront and then disburse what we owe in quarterly payments.” Happily uses a “tiered” approach to attrition, where fewer and fewer rooms are released as the meeting date approaches. It’s a strategy that benefits all parties to the contract, Shewey asserts. “Hotels have partnered with us on our tiered attri- tion model and it has led to happy conversations and outcomes for clients every single time,” she says. “Oth- erwise, it’s just a big point of stress because the client is worried about selling rooms throughout the planning cycle and they start making changes to the meeting and second guessing themselves,” effectively driving hoteliers crazy. “When there’s a flexible attrition model, the hotel staff winds up being friendlier and happier through the planning process.” Meeting’s Purposes While it would be understandable for planners to think, after speaking with hotel executives, that suppliers fully understand what their meeting is about, that’s not always the case. Eisenstodt suggests planners include every meet- ing’s purpose in contracts. “Each meeting has a different purpose and stating it in the contract ensures optimal con- ditions for various meeting elements, such as room set-up, food and beverage and guest services.” “Planners need to specify which meeting or event space is needed and room set-up,” she notes, “because otherwise, the hotel might, at any time, move the meeting, or alter the set-up, which may compromise the event.” Photo by Maria Wurtz / NYSE Planners need to specify which event space is desired and the room set-up to avoid unwanted surprises like a last minute room change or alteration. Pictured: Female Founder Fund’s CEO Summit 2024 at the New York Stock Exchange, with Happily as the production partner. 54 May 2024 | Corporate & Incentive Travel | TheMeetingMagazines.comNuts and Bolts Even for arranging the basic necessities of meetings, like food and beverage or audiovisual services, using the right contract language is critical. “We always have to ask hotels for the total amount of money that we spend on food, including service fees, to be included as part of the minimums,” Shewey says. “Other- wise, hotels say ‘you have to hit a minimum of $50 plus, meaning service fees, taxes, gratuity, and that can raise the F&B spend by as much as 40 to 60%.” Additionally, when agreeing on F&B terms, planners need to set realistic expectations, says Darland. “Make sure the F&B terms are in keeping with what you’re holding at the hotel versus off-site. You can say things like, ‘We’re going off property for three nights so we really aren’t going to spend that much money inside the hotel. Have those conversations before the hotel contract is signed.” When it comes to audiovisual installation, Shewey says, “We are constantly looking for places that allow us to bring in external audio- visual equipment without charging us additional fees. For some tasks, hotels’ preferred suppliers are fine, and maybe even better because they know the properties well. But for other video or audio presentations, it’s better to work with a team who understands the group’s brand.” As for whether hoteliers agree to these terms, Shewey admits, “It’s inconsistent results, but gen- erally if they want the business, they’ll figure it out.” Planners also can protect their groups by having con- struction clauses, says Darland. “If a hotel is redoing the spa and that’s an important aspect of a program, the meeting planner will want to address that before walk- ing in the door.” Since meetings are planned in advance, she notes, and hotels are renovated every few years, it’s important to ask about plans. “A hotel may look beautiful during a site inspection but maybe the program isn’t happening for another two years. Planners should make sure that con- versation takes place. And we’re not saying that if there’s construction, the group won’t come, but let’s have a good discussion about it. In all aspects of a contract, the clauses need to open the door for conversation.” Maritz put this idea into practice last year when a tech- nology company visited a European property hosting its meeting just two months out and discovered that construc- tion was behind schedule and wouldn’t be completed by the meeting date. “It was too late to relocate the program,” Darland says, “so we called on our construction clause in the contract and had the hotel move the entire group to a higher room cate- gory, away from the construction. We also had them put up temporary walls to hide the construction site and had the construction completely halted during the program. This way the participants were not affected by the sights and sounds of the construction.” Paying Up When the meeting bill is finally issued, hoteliers may have unrealistic expectations about how quickly a company will issue a check when the expenses are sizable and need to be reviewed, says Dunn. As a result, “planners should know upfront what their payment process is going to be. Some compa- nies might have a 60-day payment schedule so, in that case, maybe the group is willing to make a deposit? And when are they willing to pay it?” That said, she advises planners to add terms to the meeting contract that “no charges are due until the full invoice, with all of the backup, is sent to them.” If the hotel is getting antsy or just won’t accept a group’s terms, Dunn has a suggestion for planners to ease suppliers’ concerns. “My recommendation for the groups is to maybe see if you can pay a little bit more in a deposit. It doesn’t have to be a lot; do what makes sense for you. It shows a bit of a give and take.” Despite all of the expert advice, and no matter how much contracting knowledge planners accumulate, the best tip is probably to work on contracts with an attorney, and ideally one who specializes in meetings, Eisenstodt says. “With terms and conditions such as dollars and dates versus percentages, or days out in cancellation clauses, our industry uses language differently.” The cost of attorney fees may give planners hesita- tion, but that’s much cheaper, and less painful, than paying hotel’s damages. As with any other contract, communica- tion is key. Planners should discuss the contract details with the venues or vendors to ensure everyone understands and agrees to all the terms before signing. And always, be prepared to review and revise as needed. A successful event is not just about the event content, the quality of F&B or where it takes place. Preparation is paramount. And the contract is a critical component of this process, ensuring everyone is on the same page. C&IT Hotels have partnered with us on our tiered attrition model and it has led to happy conversations and outcomes for clients every single time. SARAH SHEWEY CEO and founder, Happily TheMeetingMagazines.com | Corporate & Incentive Travel | May 2024 55When you consider comprehensive Las Vegas classics like Caesars Palace, Red Rock Casino Resort & Spa, Rampart Casino at the Resort at Summerlin, Resorts World Las Vegas, The D Las Vegas, Bellagio Las Vegas, Mandalay Bay, Paris Las Vegas, Wynn Las Vegas, The Venetian Resort Las Vegas, Sahara Las Vegas, MGM Grand Hotel and Casino, ARIA Resort & Casino . . . this city is a magnet for in-person cor- porate events where serendipitous moments happen. Coffee with a new friend leads to an interesting business connection. A food tour develops into employee bonding and cocktails with the boss sparks a new collaboration. In other first tier cities, transportation may be an issue. Not in Las Vegas. Convenient for business travelers, Las Vegas Airport provides free shuttle service to select hotels in the Las Vegas Strip. Experiential Entertainment Las Vegas may be synonymous with gambling, Michelin- starred restaurants helmed by celebrity chefs, but it is also exploding with spectacular, mind-bending technological experiences like the one in store for attendees at Hewlett Packard Enterprise’s HPE Discover at Sphere this summer. “Our goal is to leverage the complete capabilities of the Sphere to create a magical moment for our customers,” says Jason Newton, vice president of global marketing at Hewlett Packard Enterprise. “We believe that Sphere cre- ates a unique platform for brand storytelling and we’re really excited to be the first company in the world to be able to hold the brush on this amazing palette.” Located just off the Las Vegas Strip and east of The Venetian/Palazzo Las Vegas, Sphere is 366 feet high, 516 feet wide at its broadest point and has 875,000 sf of space, making it the largest spherical building in the world. It includes 18,600 seats, all with high-speed internet access, as well as a 160,000-sf wraparound LED screen and beamforming audio technology that can direct sound with pinpoint accuracy. The exterior of Sphere features 580,000 sf of event space that can be used for advertising and fea- turing holiday themes. Sphere opened last fall, as the rock band U2 began a residency there. Hewlett Packard Enterprises will use the venue for the keynote address of Antonio Neri, its CEO and president. Newton says that he expects at least 12,000 attendees. Las Vegas BY DAN JOHNSON & MARITZA COSANO A Business One-Stop Shop L as Vegas means business. Beyond the façade of glitz, glamour, and around-the-clock fine dining and gaming excitement — Las Vegas is a favorite destination for business leaders looking for a one-stop shop where they can keep everyone under one roof. DESTINATION UPDATE 56 May 2024 | Corporate & Incentive Travel | TheMeetingMagazines.com“When plans were announced to build Sphere, we were very interested because we saw this as an opportunity to deliver an expanded message to an even larger audience, as well as to elevate the experience, giving us the added benefit of a huge platform to tell our message to the world,” he says. “Another reason we chose to integrate Sphere is we wanted to signal that we are dramatically transforming HPE as a company and we need a platform to reintroduce it today to a broader market.” HPE intends to make good use of one of Sphere’s most advanced technological features: presentations in multiple languages without using headphones. “One of the obvious uses for beamforming technologies is providing translations into different languages,” Newton says. “We will be hosting customers not only from through- out North America: Customers from more than 80 coun- tries will be in attendance.” HPE Discover 2024 will be held at The Venetian/Pala- zzo Las Vegas, which has more than 3,000 guest rooms and 2.25 million sf in its Venetian Expo Convention Center. The spaces at Sphere will be used to host small groups and receptions, as well as the keynote. “The combination and convenience of Venetian and the Sphere is unbeatable,” he says. Sphere’s Oculus Grand Ballroom occupies the whole geodesic dome and seats up to 2,150 for a theater-style pre- sentation and 1,300 for a banquet, and can be divided into seven smaller areas for breakout meetings. Lagoon Pavilion is an airy outdoor space with lush landscaping that can accommodate up to 350 attendees for receptions, lunches or cocktail socials. The 160-sf boardroom is well-suited for small executive meetings or VIP gatherings with up to 16 people. The Venetian/Palazzo Las Vegas culinary team can provide on-site catering for meetings and events at Sphere. Allegiant Stadium is another large, attractive venue for large corporate and incentive business gatherings. This domed, all-purpose venue in Paradise, adjacent to Las Vegas, is best known as the home of the National Football League’s Las Vegas Raiders. It offers more than 10 spaces for private events, including the 95,000-sf field. Kim Lefebvre, DMCP, the general manager and “quarterback” of Imprint Events Group in Las Vegas, planned activities at the stadium for a gathering of 1,300 attendees last year. Courtesy of Melissa DeLeon DepositPhotos.com (Left) Las Vegas is filled with possibilities for meeting planners on the strip and beyond. (Top) The lure of Las Vegas brings in the stars. BradyPLUS held an event at the Fontainebleau in Las Vegas and featured a superstar — Nelly, a popular singer and rapper. TheMeetingMagazines.com | Corporate & Incentive Travel | May 2024 57HERE, MEETINGS ARE PRODUCTIVE AND PICTURESQUE Make breathtaking your backdrop. In Las Vegas, we understand that the venue is more than just a space – it’s an experience. That’s why our city boasts an array of unique meeting spaces that bring the beautiful weather and scenery of the Las Vegas Strip directly to your event. Here, you’ll experience: - The Park at New York-New York, where guests can indulge in a culinary journey like no other, with restaurants offering best-in-class special events and entertainment. - MGM Grand Conference Center, spanning over 850,000 square feet that can be completely customized for an intimate board meeting or a large-scale exhibition. - Bellagio Grand Patio, setting the perfect stage for outdoor elegance, ideal for receptions or post-meeting dinner with beautiful views of our courtyard and pools. Book your next event at a venue that immerses you in inspiration. Visit MGMResorts.com.Next >