Unlock Event Success: Cvent's Data Secrets Revealed!

>> Turn me up a little bit, Mike. Hi everyone, [music] welcome to Event Trends Uncovered. So, as many of you already know, Stephen has a front row seat to the global events industry through our platform data, which processes billions of dollars in group business every single year, and through our research like the Northstar CET meetings industry poll survey. But how does this data translate into real world insights and guide your next steps? So, in the next 45 minutes, that's what I, but more importantly, I swear my expert panel, they're so brilliant, is going to try to delve into and unmmystify. So, we'll examine how the current data reveals what it's saying about the industry, which I know is is just just words to you, but I promise we're going to give you some great insight, how the front end of sourcing is being transformed, and the real impact that AI is having on the entire process. Plus, there's a crucial conversation that is not taking place right now, and I would love to bring this to the room so that we can change that. But let me bring out the people that are really so much smarter than me. Jason Gowards, senior vice president of content for meeting and sports at Northstar Meeting Group. Tanya Anderson, vice president at Fusion Performance Group, and Ryan Sullivan, director of sales and marketing at Kimton Hotel Palomar, Philadelphia. [music] >> Hi. Hi. >> Hi. Hi. >> So wonderful. Thank you so much. I'll let each of you introduce yourself. Jason, I would love if you started. >> I would love to start. Thank you so much. Uh Jason Gart, senior vice president for content for the Northstar meetings group. I oversee our editors in meetings and conventions both in the US and in the UK. Uh I also oversee our sports division as well, which I've been doing for almost 20 years. And uh it's a pleasure to be with you and to be with this panel. >> Perfect. Tanya, I am Tanya Anderson. I am with Fusion Performance Group and we are a thirdparty corporate events agency who through meetings and incentives and conferences help our clients achieve their objectives. In my role as the vice president, I sit at the intersection of operations and strategy and technology including AI and of course the client experience and the attendee experience. And in the nine years, the nine plus years that I have been at Fusion and the 30 years I've been in the industry, I've watched our industry evolve. And so I'm excited to be part of this panel where we're going to talk about how it continues to change today. Ryan. >> Yeah. And I'm Ryan Sullivan, director of sales and marketing at Kim Hotel Palomar Philadelphia. I have uh been with IHG and Kim for eight years now. So certainly have seen uh some of the highs and lows uh that we've experienced um from pre- pandemic to post-pandemic and what that really impact looks like uh for the meetings and events and I think we are really at an exciting time. So uh this conversation is going to be great. >> Absolutely fabulous. So before we dive in, you've heard this at every session. We are going to be using the app. We use it for everything. We love it. We're going to be doing some polls. We also have Q&A. So if you have questions, you know what they are. You can submit them now. You can also wait and get a microphone and do do this and just just speak to the whole group and ask your question. Um, but you can start submitting those now. Um, okay. So, we know that the events industry is

growing. There's more programs, organizations, all of that is up, but the experience right now is very complex. So, attendance is somewhat flat and the expectations around sponsor revenue is down. So, if you look at the Cvent Source data, events are up 5% year-over-year from just over 135,000 to over 141,000. Registrations are up 1%. Now, that doesn't sound great, but that gap is the real story. So, events are growing at five times the rate of registrations, and that's not a warning sign. It's exactly what we've been talking about. The industry is multiplying into more targeted, smaller programs. So think field events, road shows, executive round tables, you all know what those are. Rather than a few bigger ones. So the format shift isn't just structural, it's showing up in the attendee behavior. So in person is the fastest growing format. It's up 15% year-over-year. And when attendees are deciding to come, they're deciding to come even earlier. So within the four weeks of an event, registration is up 7.4%. There's that's a lot of numbers. I know I'm throwing at you. I swear. There they are. You can see them. I promise. We also have a ton of new planners. So, we have 611 net new planner organizations that went into the network that year. They're not existing planners doing more. These are brand new buyers entering the market. So, new buyers, new formats, people are committing earlier earlier. The market's growing every direction. But Pulse, I believe, is also picking up on something underneath all of that that's worth understanding. Can you walk us through kind of that picture and that we're seeing right now? Yeah, I'd be happy to, Jamie. So, we've been

conducting the pulse survey now for several years, many in partnership with Cvent. We go out to meeting planners and and as the name suggests, we just ask them a variety of questions uh to gauge their pulse. Where where are they at? What are they what are they thinking? And so, we just did our last one uh two months ago, and we've got the data here in front of you. And there's a lot of good news in this report, which is which is excellent. Uh but it's nuanced, and we'll talk about that as well. So, one of the first questions we ask in this survey is a simple one, but I think it's an important one. It's a a simple up or down. Are you feeling more optimistic or less optimistic right now about the industry? And so, 35% reported that they were more optimistic, which is a big number. In fact, I think it was 20% or so said that they were feeling less optimistic. So, you know, that number is up. Um, that number was 18% just two months prior to that. So, there's a swing going on there for sure. That's that's noticeable. Uh you look at the next stat, the 69%, so almost 70% are booking and sourcing new events. That is a number that's also up from the last time um that we pulled people. In fact, I was looking at it, it was 56% a year ago. So, same thing trending up. They're expecting more meetings, which is obviously a positive story as well. Again, almost 60%. But then you start looking uh at the more nuanced numbers here. 75% so you know three out of four are saying they actually expect fewer attendees in 2026. So you start doing the math a little bit on that and it's certainly suggesting maybe smaller events. We'll we'll get into that, I'm sure. Uh but it's a it's a key indicator here. And also of note uh that we have on here the the 44% who are anticipating their exhibitor and sponsorship revenue will actually be down uh in 2026. So I think that's something worth monitoring as well. But I do like that we began with that overall uh just kind of are we feeling good, are we not feeling good about the industry and that is that's trending very well which I'm excited about. >> So the poll the poll survey has tracked that since the pandemic essentially. Um and I've seen that number go so so so low and this is actually the highest I think I've seen it in a while now. So it is a big swing even though it might not might not seem like it. So, just more more more more optimism, more events, organizations, more in-person programs. [clears throat] So, Tanya, I'm curious

though, what is that growth actually feel like? And are we mistaking activity for growth? Interesting question. So, I think that we are absolutely more optimistic and we are absolutely doing more events, but I don't think one begets the other. I don't think we're optimistic because we're doing more events. I think that we're optimistic because us in the industry of events understands that metrics are showing that events are actually driving performance at companies. And that means the executives are getting that and that means the board is getting that and events are becoming more strategic which is super exciting and I think that's where you're seeing the optimism. I want to just quickly talk about the sponsor revenue. I think that's a responsibility we as event planners need to be really cognizant of. We need to be helping and collaborating with our sponsors to make sure that they're getting the value that they were getting when their audiences were larger. So, what is it that really is valuable to them so that you can continue to drive that st same sponsor revenue which is critical to our future budgets. >> Ryan, I would love to get your perspective down there. >> Yeah, absolutely. So, I mean, you for a boutique hotel, more events, more RFPs, liquid gold to our ears, right? This is our opportunity to really um be able to capture that and replace some of the segments that aren't as strong. Um, in particular in Philadelphia, the uh road to recovery for business travel is just uh still not there to the pre- pandemic levels. So certainly um the focus on group is heightened to the fullest extent and it's certainly a proven track record. But what I think is so interesting and so wonderful is to really see that the booking window is shifting and we're seeing that with 7 to n months where historically it might be in that 90-day window. So that that shift alone certainly helps for our revenue folks uh for forecasting but also um for our ability to really connect with the planners and have that time that it's not crunch crunch crunch we got to get this one out the door because they're coming in today. I think that's also evidence of the strategic nature that we as planners now get a little bit more time and and frankly the power to say no I'm not going to plan it in 90 days because you're not going to achieve your company's objective. So that's gold too >> and I would say that too the pulse survey also showed that that seven to nine month window was the highest that we've seen in quite a while as far as how far out planners are booking. Yeah. And we I know that you all have been tracking we have been tracking that for years now. And [clears throat] it was like I think for a very long time three to four months or like one to two months was kind of like the the highest percentage of planners were doing that. So it's really great to see more runway. We're about to talk about everyone's favorite topic AI. I know. Um, but let's let's just take a take a second and remember a lot of this is coming and a lot of this is things that are on the way, right? So, we're working on them. I promise it's not going to be a boring talk about AI. It's in the process for some organizations, but it's not really on the radar for others. Um, and planners are increasingly moving towards unique venues, right? So, um, as you'll see, I don't know why my clicker is not working. If someone could advance the slide, that would be so wonderful. Um, so let's talk about well uh so we're going to talk about where those events are happening and it doesn't matter guys we roll with it. Live events. Before we dig in though, I would love to go to our poll. So if you guys could take out your I see all of you grabbing your phones. Love it. If you could take out your phone, go to this session in your app and you will see our first poll which is where are you in your AI sourcing process right now? So not using it, exploring it, using it for some tasks, you know, whatever it is. Um, and then while you answer that, I would love to kind of move on to what what I really feel like is the the

true change that's taking place in why smaller meetings are so popular. And it's that it's this this stat 5.4 billion. That's how much group business has gone into special event non-traditional non- hotel venues this year. And that's up 11.7% from this time last year. So the 2026 event planner sourcing report uh it shows that that number the number of planners searching for special event venues is up over 30 percentage points since 2023. So almost half about 48% are are looking for those and the reasons are vast and wide from cost control but the number one is the experience. So they prefer that because attendees have said that the venue is part of the experience. It's not just the place where you hold the experience, it adds value to it. Um, so 56.4, this is this is this is my favorite. 56.4 of all award business goes to the first three suppliers who respond. So it's not the fastest. It's not the cheapest. It's the person who is responding. Sorry, that is not what I meant to say. It is the person who is getting back. The first three is the most important. Okay, so planners copy an average of 10 venues per RFP, but only six of those actually bid. So there are four suppliers, hotels, venues getting these RFPs and the opportunity for business that just do nothing with it. And the hotels that are winning on average are replying within 12 hours and 23 minutes. And that's down three and a half hours from last year. So the properties that win are responding in under half a day. So by the time you're responding, if it's a couple days later, a planner already has their short list. Um, and I know that we asked a very similar question in the pulse. I would love to know if that that those numbers align. >> Yeah, I I think they do. So, we ask a variety of things in the pulse survey with regards to how how fast meeting planners are wanting uh to get an RF RFP and how fast they are actually getting that RFP. And I think on our on our next slide, they've got uh some of those stats, but um yeah, so you see it here. uh 72% of planners are telling us they would ideally like to get a response at least within four days but when you look at it at least for the uh you know the hundreds of planners that took out our last survey uh less than half of them are are getting that. So, uh, that goes to your point as well, just the the the speed, the the need to communicate as quickly as possible and weaving it into

AI because I think we're obligated to talk about AI on the panel. So, I will uh we asked a variety of questions uh on AI, probably more than we've asked actually in this last round to try and get at the heart of all right, we know you're using it. Well, we assume you're using it, but how are you using it as well? So um 50% of the people who you know answered those questions said primarily uh they are using it to save time uh and increase efficiency. That's not a shocker right there. But it was interesting just to confirm that and see that that's the the act you know the absolute highest usage uh that they've got there. 31% uh said that they're using AI right now during sourcing and planning. There were another 26% that said that they plan to. So, you know, over half of the planners right now are using or obviously will be using that as well. And that gets to the the big question we've been asking and you're probably asking at a variety of these panels as well is, you know, what is that volume going to be? How are they using it? Where are they not using it? Um, I think our lowest was chat bots. Event chat bots don't seem to be very popular at the moment. That was way down on the list. >> No trust. Yeah, no trust. Yeah, no trust. Maybe that'll happen. Um, but that's that's kind of what we're seeing right now. I'd love to see what y'all are saying if we could bring up the poll results and kind of just take a peek at where those kind of align. Um Oh, wow. I was not expecting I was not expecting such an even spread but not fully integrated. Jason, how does that how's how do you feel like that compares to Tanya? >> Tanya has a very big reaction to this. [laughter] >> Yeah. Well, Tanya, I'm curious to get your reaction as why it's why it's so shocking here. There's a quick uh quick result as well. I think this pretty much mirrors what we're seeing as well. You've got um you know the segment segment of the population that just isn't using it. Uh still still some trust issues perhaps, but I think it's like anything else obviously once you start realizing the applications of it, we were getting senses of that in the pulse data as well that once once you can start to get your head around where this can be helpful and when we talk about speed and efficiency, I mean that's that's one of the big ones uh as well. I I think this is pretty close to mirroring what we saw in the pulse study as well. >> Wonderful. Y'all are y'all are so aligned. Okay, so AI's in the process for some of you, not on the radar. For others, Tanya, Tanya, what's actually changed and what hasn't about how you find venues or how you get found? Um, so I'm afraid to even talk about AI anymore. It's like the hundth time we've all heard it today. So, you're going to start throwing tomatoes and they might be green tomatoes now. So, >> it might ruin the white. >> Um, I I'll keep it really light. And I'll just say that in general, I um I don't feel like it has changed my process. So, has it made it more efficient? Absolutely. And I think I almost wonder if some of the results are just a lack of frankly understanding of what's out there. When you say, "Are we using AI?" What do you mean? Right. And I think people are probably assuming like we see this amazing general session where you're just talking to your computer and it's solving the world's problems, right? I don't think it's really, you know, that we're not there yet. We're not there yet as as a society, but I do think that it is making each step of the process much more efficient and frankly more beautiful and easier to understand. And hopefully, and I strongly encourage this, that you and your teams are taking that time savings of doing the analysis in comparison or using AI to help you with the creative proposal and you're reinvesting that time in making better recommendations and being smarter and asking the question of what is the objective of this event and how does the destination and even the venue tie into that objective. Ask yourself that because sometimes that takes a little pondering and a little brainstorming with your team, but it really can play into the objective and the red thread, the the one message you want everyone to walk away with. Would you agree with that? >> Yeah. I mean, I also just kind of want to uh put it out there that I think it depends on um where people are in their career journey as an event planner, right? And so we we're seeing certainly um things are being sourced and it might be an executive assistant that is wearing 10 different hats, jack of all trades, right? And this is something new for them. So to have the ability to utilize AI to help them kind of figure out what is the the correct charted path to get this event off the ground and avoid issues along the way. I think that might um certainly have a >> Yeah, sure. Yep. >> Wonderful. Y'all are y'all are y'all are killing it right now. So, we've talked

about speed and that it's not really a courtesy. It's competitive positioning. And Ryan, I know that you have made some very specific investments into increasing and improving your response speed. Can you can you tell us a little about that? Yeah, I mean obviously uh as a CNC connector for four years now um this has come up often about you know the response of the RFP response or the timing of the RFP response is really going to be the game changer in winning it. So you know what friction points are the sellers experiencing in being able to get that proposal to the client? Is it that the RFP doesn't have all the information in it? Is it that you know we are internally having meetings to discuss what we're going to propose if we're going to propose and then certainly answering all the questions. So I think you know for the the hotel side it's great to see more coming in um but it means that AI can really help us. I would say most importantly and I would say something that you know was an ultimate game changer and will be continuing to evolve is uh answering all those questions on the RFP so that that way we are getting qualified appropriate answers to the the planner but not spending the human capital on that and instead being able to continue to utilize that human capital towards the next RFP or the next stage of it. inviting them in. The follow-up process is where we're closing the business. So, being able to like pull more human capital time into that is ultimately a huge success. >> I was hoping you were going to say more custom responses. >> This is your chance to do that. >> That's what Yeah, that's what gets my attention, right? is when the hotel responds with dates's not available, format doesn't work, whatever. It tells me something I keep doing um that maybe you don't intend and that is this doesn't look like the kind of business I want. But if you customize your response and simply use AI for all those other things that you just said, but then take that again reinvesting time. I guess that's the theme of the day for me is reinvesting that time in saying something to that in your response. Saying something specific to what you can offer and asking them where they're flexible. Sure. or we check the box that says these dates are flexible or whatever. I know not everybody does, but I think simply a response that says, "Hey, these dates aren't available. I know you said your dates are f are not flexible, but if they are, I'd love to have a conversation." Or maybe they even send an email. And I think that's when we talk about the first three responses, those are the kinds of responses I see in the first three responses is, "Hey, this doesn't work." Or, "Hey, I can make this work. Can you do this x, y, and z?" And to me, that's what gets my attention. >> I'm curious too, Ryan. I mean, do you feel that pressure? We saw the, you know, results in the pulse of these, you know, the planners wanting that response quickly and you're using the tools that you can to make it as efficient as possible. But at the hotel level, do you feel that? >> Yeah, I mean, I think um what hotels really need to do is not just turn something down, right? Have that conversation with the planner and open it up. And I think email is probably the best way for that conversation to really transpire because I think that it's off the platform. It's giving people an opportunity to better understand put the why behind things or how creatively we could get it there. I mean that's certainly something we're always looking to do. I mean with this particular property like there are certain configurations that get a little tighter. So how are we trying to make it make sense and portray it or if that space isn't available conveying it that way? Because ultimately this could get into you know the analogy you invite a friend to go out with you and this friend says no not once not twice not thrice but four times. So by the fifth time you say forget it I'm not inviting you. And I think that that's the biggest thing that hotels need to recognize. This is our opportunity to be transparent and show creativity, but also keep that relationship going so people the planning side understands where the actual issue is. Yeah. >> And see if they can help. >> Spot on. And I would even say if you think you're not one of the first three, don't give up, right? because I can't tell you how many times I've gotten the email a week, maybe just inside the deadline or something, and someone's like, "Hey, I'm I know I might be coming to the party late, but I'm really sorry. Here's what I can do for you. Would you like to have a conversation?" And by then, I'm already starting to compare, right? I'm already and I'm kind of looking at this going, I kind of need a couple more uh proposals so that I can do a proper assessment or or show a out of the box option um to our constituents. So yeah, >> we I shared this story. So I h I have a dog that I very much love. I'm sure you all love your dog. I love my dog even more. Um and I always search for a walker or a sitter on Rover. And often if you know his usual ones aren't available, I'll just message like five or six that seem that I that I seem to like. And the ones who never respond, I've never ever once asked them again if they would be available at any future date to walk my dog. the ones who have said to me, "Hey, I'm not available, but keep me in mind for the future." I'm like, "Yes." And I do keep them in mind and I message them again. So, I think there's a very big part of it's not always that saying yes wins business. It's how you say no. And the saying nothing and is not building a relationship. This is all we all know this. I'm preaching to the choir. You know that. But that is a negative too, right? When you give constructive criticism, you don't want to do it in a mean way, right? So, you don't want to ignore. Um, but that it to me I there are there are I think Tanya you were like that's crazy. You never reach out again. I was like no cuz maybe they didn't like me my dog. I don't know. I don't know how you >> saying we need a pulse survey for the dog walking. >> Oh my god, he's adorable. If anyone wants to see pictures after, please let me know. Um, but yeah, you know, so I I think that there's I think that every interaction is a chance to build a relationship. And I think it goes to your point. If you're not trying to build that relationship, you're not interested in. And that's the impression that you get on the other side of that. >> Wonderful. So, >> wait, can I just say one more thing? >> Of course you can. >> It's a two-way street. >> Yes. >> If we have a venue that we want, we have to be the ones to reach out, right? And we have to say, I'm very interested and definitely talk to your CVB also, right? If you have a destination in mind. So, it is absolutely a two-way street. I just want to say that it's not it's not just you. [laughter] as as I love to say, we sit on the same side of the table versus opposite sides of the table, right? We're working together for one thing. So, unfortunately, I do have to talk about

the one thing that can potentially underpin all of this optimism, and that is costs. So, [clears throat] costs are are up um obviously, but it's not just that costs are up. If we could just scroll a little, I'd really love that. Thank you so much. Um, [laughter] so looking at this, uh, we are, um, sorry, we have our next poll. Trying to catch up and that is also in the app. So, if you could pull out your phone again one more time. So, when event costs spike unexpectedly, before I get into what we have, our data says, I would love to know what's your most likely first move. So, are you going to adjust or scale back your program? Um, are you looking for venues, destinations that cost less? This is this is the poll. So, it is live now, so you can see this. We'll we'll pull it back up. Don't we'll pull it back up. >> They're open now. We just want to make sure everyone gets a chance, you know. >> So, also, if you're in the app and you have a question, make it nice. Um, there's another place where business is also getting lost and it happens after the RFP comes in >> and it's really frustrating, at least to me, because it's not because demand isn't there. So total room night sourced is has reached 8.7 million. Um and then RFP volume is up year-over-year. If we could go back to the slides, that'd be wonderful. Uh the proposed ADR is up 3.4%. So demand is rising, rates are rising, and yet 62% of RFPs are being turned down due to unavailability. This is this is this is the set that always blows my mind. Of those RFPs that were turned down, 32% of those planners were open to flexible new dates. They just were never ever asked. So, it's not an availability problem, right? It's it's not it's not um that that that the hotels don't want to work with you. It's that they did not ask. So, it's a mis conversation and a mischance to recover business. On the planner side, Jason, I'm really curious kind of what is what is the cost pressure actually feel like? What are planners doing and and how is that impacting their satisfaction with suppliers? >> Yeah. Well, the cost pressure is real. Um, you know, we asked that as well. And of course, we're seeing that. I think most people uh would understand. I think on our next slide, we've got some of our uh results there as well. So, we asked planners when these costs are spiking because we know they are. Um, what are you likely to do to adjust? The same question we've asked you. So, it'll be interesting to see the results that we get in the room compared to what we had on on the survey. Uh, but this was our order, our our order based on what planners were telling us. The first thing they're going to look to is adjust their program. That could be fewer speakers, it could be fewer stages, maybe less carpeting on the stage, I don't know, whatever the case may be, but they're going to find a way on the program to uh to cut some costs. Um, they are, of course, going to look for some lowerc cost venues. That seems like a maybe a natural, but it was interesting to see there. Um, the supplier costs, those are AV costs, FnB costs. Of course, those are those are natural as you go down the budget. Um, and to me, I think they're reluctant as best as they can be to consider a lower cost destination. They will. Uh, but that's on the list uh for them as well. And and that's what we saw. And it ties into what you were just saying on supplier satisfaction. So, we ask a question uh that's pretty simple as well. How satisfied are you with the hotels and venues uh that you're working with? It's a scale of one to five. Five is extremely satisfied. One is I'd rather you not ask me or something like that. Uh and then you see the the results here. So in general um you know this is a a three in between three and four. So um we don't see too many fives that everyone is extremely satisfied with what they're getting. Uh but of the things they're most satisfied with health and safety procedures. I suppose that's that's great to hear. Uh they like working with the sales staff. So there's some good news there as far as that relationship building. Um, and then you see the rest food and beverage on on-site support, etc. Um, overall value for the money though is an interesting one. I mean, three, I I would like to see that number probably higher. Um, >> isn't that the lowest? I feel like it's it's probably I don't know if I've ever seen it that low. >> It it struck me as well. It's definitely it is down there on on the list. So, it was uh it was interesting for me to see that when the results came in. I'll be interested to see when we show the results in the room if they match anywhere close to to what we've got there. >> Actually, let's pull let's pull up those results. I'd love to I'd love to know now. So, let's see. Adjusting scaling. You know what? I don't know why we would ever do this. If anyone can read what those percentage points say, I will give you five bucks right now. >> We look pretty. >> They're clear in the their 30s. >> Yeah, I think >> 34 28%. I got it. >> Yeah. >> Thank you, everyone. >> Um, between three and four on the >> [laughter] >> So, so most people are adjusting looking for lower costs and most are not reducing attendee. >> Y >> Y >> wonderful. So, so Tanya, um I would really love to to kind of to to pick your brain about really what what is it that planners should be turning to, right, when they're trying to cut cost? What is the smart path? What is the what is worth the spend? What is not worth the spend? I I would love your love your thoughts. Yeah, I'm

sure everybody in the room would agree with me here. There is no easy answer. There's no silver bullet. Every dollar has a job and every event is unique and what you need to invest in in this event, you may not need to invest in this event. I think a couple of examples might be stage set. Your CEO is getting ready to launch a product and or a new brand as we saw today. That's where your investment needs to be. That is going to be played over and over and over worldwide, you know, for for potentially years to come, right? So, you're going to invest in your your set and another time you might not need to do that. And um speakers, you mentioned speakers being cut. And I always I will say I always struggle a little bit with skimping on the content because that's the reason people are there. If there was anything that should be at the top of your list, it's anything related to content. So if you can hire a speaker who gets your message across in a way that people are going to be talking about on social media, they're going to be buying their book. they're gonna remember you and they're gonna remember what your message was. So to me, it's every event is different depending on who your audience is, but at the end of the day, every dollar has a job. >> As a content provider, I was happy to hear that. [laughter] >> I was going to say the exact same thing. I was like, as content manager, I love to hear that. Ryan, I would be very curious to hear what you like when planners come to you and they're like, I have to cut costs to you. What what is the one thing that you always recommend is like this is no longer worth the spend. Like if you need to cut like this is where we should be doing it. >> Yeah. >> Yeah. So I I think it's you know piggybacking a lot on what Tanya was mentioning like it it isn't cookie cutter. There isn't necessarily one thing. There are some elephants in the room that seem to come up more often than others. Um but I think a transparent conversation is where it needs to start and just be realistic. This is our ultimate objectives. This is what I can spend. Let's get creative here because I think at the end of the day, everybody wants this to be a success. There are thresholds that, you know, can't be breached in terms of cost savings. Um, but it certainly is something that I think at least if we can explain the why behind things makes sense. For example, I'm sure no meeting planner or few are going to campaign for meeting room rental, but there is a huge value to that meeting room rental because for example, as we're going through volatility of pricing on everything, uh this is our moment to really stabilize the pricing. So, we do not come out with dynamic menus and you don't know in for your October program, the chicken dish that you've selected could be $32 or $82. So, like that rental helps with that. And I think some of that you know from the uh enduser and the meeting owner side when they understand that component of it I think it helps to say okay yeah I mean because nobody wants that sticker shock when it comes time for your event and you go wow it's a lot of money for for the food. So and then think about where you're spending your money right so I I think you know beyond food and beverage it's food and beverage and experiences. So leverage the property because certainly as hotels are competing against these unique venues. We have to adapt and get creative to not have that cookie cutter feel of a conference room in a hotel. And there's a lot of amazing properties out there that are doing some really cool things that really will leave attendees saying that was so cool, so different, unexpected. Maybe it's not exactly the content of the program, but because of that experience, they remember the program and some of the the meaning behind it. So, I definitely think that that's a a trend to take out some of the ordinary in meetings. >> And Ryan, one of the things you and I have talked about in the past is um leveraging the venue for things that you have a budget line item and you're like, uh, I'm probably going to have to cut this. I wonder if the hotel can help me basically make my dollar go further. You have so many unique ways that you do activations that the hotel can do for you instead of me having to pay, you know, another vendor to do. So, >> I think when you are faced with budget constraints, um, rather than just starting to take out line items is really getting creative with how to still deliver on the objective of that line item. I think the main thing I'm really hearing though is communicating and working together, right? And I know that's a very oversimplification of but if you don't ask, you can't have it, right? And if you don't say you can't have it, they don't know. Um, which really which brings me back to my biggest pet peeve, which is that 32% of these turndowns could have been bookings. The planner wanted to be there. They had alternative dates that they were ready to give and they just either didn't provide it at the time or weren't asked. But I'm I'm so curious whose fault is that, right? I don't think it's anyone's fault, but who's who is supposed to be on that? Is that the hotel to say when we turn down, hey, do you have alternative dates? Because we're only turning down because of that. Is it on the planner to always provide extra dates? What what what should that look like? >> We'll take responsibility for you. Take your responsibility. I'll take my responsibility. [laughter] >> Okay. And we got this. Yeah, I mean I would say if there are alternate dates available, having that information on the RFP is huge and no hotel should be overlooking that gold aspect because if it isn't a perfect fit or hypothetically the alternate dates give better pricing options. Why not present both because it might be more of a neat period for the hotel and the program initially sourced is during the peak time where it's like yeah but we may get something better. So looking at that leveraging that is huge but if you're going to turn it down there needs to be uh a very personalized message to the planner to explain it and see if there is anything that we can come up together with to make it a success and actually book it at the venue. Yeah, it it needs to be a

win-win. I mean, at the end of the day, it needs to be a win-win. And the only way you're going to figure out if you're both winning is if you're talking to each other. >> Um, but like I said earlier, I I don't think it's all on the hotel. And while I hear you that the data is showing that planners didn't even know a venue was available because someone didn't offer alternative dates. Almost 30 years in the biz. like you have to take some accountability and some responsibility especially when there's a venue that you're really interested in because they might be thinking well first of all you don't know how many RFPs are sitting on their desk like how many RFPs do you guys process in a week >> probably close to like 75 80 >> yeah like that's a lot >> and you're answering every question like you were saying before like sometimes you don't need all the questions answered or all the questions don't have to be perfect. So to me, I do think that we have to start and I go back to what I was saying earlier about being more strategic and thinking about the venue and the destination you want to be and talking to your CBB. Sorry, little plug there for the CBBS because if you know you want to be in a particular destination, first of all, you may have not known that a hotel just opened up or I don't know, maybe you missed it in CVS sourcing tool or whatever, but if you want to be somewhere, being flexible to get there may actually I'm I'm a big believer in everything happens for a reason. And so sometimes you may be like, "Oh, this wasn't the perfect set of dates, but oh my gosh, look at this other set of dates. So much cheaper." Or, "Oh, you can have this perfect space, this unique space that's not another ballroom, right? Because it's available on this different set of dates." So, I think as event planners and sourcing professionals, it's as much our responsibility as it is the hotels. >> Yeah. Yeah, I think if there's like this world where we could just lean into, hey, if I'm open to alternative dates, I'm just going to put that in the RFP. Or if I'm only turning it down because of this reason and I have all these other dates that work, let me say that. Right? I think just forming that relationship a little bit better. And knowing I think there's this there's a lot of assumption that goes on. These are the only dates that they're available and that's why they sent them to me and if they had other dates, they would have told me upfront sometimes happens. And I think assumption >> if if they had other dates that they could have fit my vent in, they would have told me, right? So there's a lot of assumptions happening. It's just always easier to ask >> a question. >> a question. >> Yeah, go for it. >> Do you read the part that says main decision criteria? >> Of course. >> Of course. >> So that's another like we always do that. We always fill out the what is the top criteria for making a decision and we put it in order of priority. But I think that's another win. If you're not doing that or if you're just doing kind of copy and paste from your template, I would strongly recommend like use that space to tell your story so that people can understand what it is that is going to be the priority because if room rate isn't it and be honest with yourself. It's not always it, right? If room rate isn't it or if waving the resort fee isn't it, then put those down at the bottom. Let's understand what's the top priority. >> Yeah. And then the other thing I would just say is on RFPs when we see a laundry list of destinations under consideration that sometimes you know sends that signal is this really coming to my city how much weight should I really put behind this because you're looking at every city on the eastern seabboard belt. So, even if that's the truth, perhaps not transparently disclosing that uh might be make the the hotel saleserson feel like, "I've got a chance. I want to win this." >> All right, I think we're going to go to

some Q&A. So, if anyone here wants to be brave and and ask a question, we have a microphone over there. We can also run over to you. Um, if not, I know that we got some questions um through the app and I know that there was a question submitted um on LinkedIn. I would love if we could uh bring up the Q&A here, but let me start off with this question. So, what's one data point from today that kind of surprised you the most that you were the most shocked by? How few people are using it using AI? like I felt kind of embarrassed to bring it up again because I feel like we've all been pummeled with it for the past year and a half, but um I like I said, I think that that was probably the most surprising for me and I'm excited for those of you that haven't used it very much how it will change your life. >> I was going to pick up on the same point, too, of all the things that we're talking about, especially >> hearing the broader conversation of it. Uh I do suspect that will change over time. I do think that's inevitable. It's partly why we're hearing about it so much. uh as as it develops, as our use of it develops as well. But I was a little surprised by that as well >> and big surprise. I was equally [laughter] in the same boat and I would just say like I mean this is a great forum here like to network with other people and just ask because I think that that sometimes for those that haven't had the experience or maybe are a little bit more resistant to the experience when you hear it and you can understand a true case study that has been successful and even if it's the smallest little nugget that can really make your event so much different. Give it a try. >> Absolutely. So, we did have a question come in and I'm I'm very curious. So, I've shared a lot of data, you've shared a lot of data. What are we missing? What's what is something that we're we either are not h sharing data points on or that we just kind of completely miss the point on that data point, right? Like where where do we need to kind of hone in to have the complete picture? >> There was one in particular. There was one of the survey points. Um, >> oh, >> while Tanya's thinking about that, I'll I'll weigh in for a second as well because I I think we touched on it here. I think the [clears throat] data is important, the numbers are important, but this whole notion of communication. I mean, just the conversation Ryan and Tanya are having right now about these are simple things, you know, go back and ask again. You may not see that in in the numbers, but you're sort of seeing that in the numbers when when you look at what meeting planners are saying they would like to receive and what kind of response they are receiving. There's something certainly deeper in there. I think we touched on a little bit uh today, but that's that's one thought that I have. >> Yeah, I I would agree with that. And then just knowing preferred method of of contact, you know, is that email, phone, uh what's best. And I think, you know, especially for phone calls at this point, uh you know, we all get inundated and I think most people appreciate a scheduled call. Um but definitely keeping that communication is is >> you know, real key. the overall value >> 3.17. [laughter] [laughter] >> Yes, I know you remember that. >> I've been working, >> for those who don't know, I've been I've been working on this since we partnered with Northstar. So, this is feels like my baby even though it's not my baby, but right between extremely satisfied and and forgetful. >> That's that's the one I think we need to dig into more. I think we need to understand what's causing the reduction in the overall value. Frankly, I was so surprised to see food and beverage so high. I feel like everybody's always complaining about food and beverage, >> right? It does say something if it's lower than that. >> Yeah. Exactly. So again, I'm a big take accountability person. So again, I kind of go back to that one and go, what am I not conveying? What am I not asking for? What have I not set out as a objective to whether it's the venue or whether it's a supplier or whether it's my constituents? What's causing this? Yeah. So, >> I know Tanya, you got one question on LinkedIn and we think we're going to wrap after that, which is which I love. If you could ask this panel one question that you've never been able to get a straight answer on, what would it be? And we will go down the go all the way down to Ryan. I want each one of you to to >> one question you've never been able >> you've never been able to get a straight answer on >> from the other side >> from me or from >> they just said >> or from our data >> from from specifically Ryan what have I been vague about >> well now that we're airing grievances >> okay tell me all about it [laughter] >> um I think one of the biggest things is the turndown reason uh we often aren't seeing true information there uh and that's really helpful like for you know future sourcing whether it's specifically with that planner on that account or how to win against the competition. Was it the rate? Was it the room rate? Was it the size? Was it the location? Because I mean sometimes we get crazy uh responses that like it says other location and it's literally across the street. So what that's the kind of thing >> Tanya Jason >> Tanya Jason >> for me it's probably pattern I am I feel like we are stuck in a gutter on oh it's got to be this pattern and it causes everyone to have to domino effect fall into line on these specific days of the week that you can have your peak nights. Um, and the the venues that come back to us and are willing to work with us on that make me feel like a million bucks that I just filled a weird pattern for them. But I don't understand why everyone defaults to this very traditional pattern. >> I think it's honestly been a two-way street there that has kind of created it. >> Yeah. >> Yeah. >> Yeah. So, that's mine, though. Anything for you, Jason? >> Um, yeah, I'd say look, as a uh as a trained journalist, I'm always interested in relationships as well. I find this conversation really interesting. I mean, I if we had more time, I would delve into Tanya and Ryan and just find out like what are those qualities that would make you want to work together again, you know, something works, [laughter] >> uh, you know, that would be part two. Follow along communication. >> Yeah, >> Yeah, >> 100%. >> 100%. >> All right. So honestly I think what what I' what I'm taking away at least and

please correct me if I'm wrong is communication right and I know again that is just a very it's like saying content nowadays everyone says content for everything and that means so many things but it's really just making sure that you are being thorough. You are asking the right questions. You are answering the right questions. You're answering with the right answers. It's it's cross your tees, dot your eyes. And with that we're gonna wrap. Um, if you want some of the data from today, if you want to download the polls, you can head to planarpulse.cvent.com >> and and of note, we're about to go out for another round of the pulse in about two weeks or so. So, please keep an eye out for that uh through our Northstar channels and and through Cvent as well. >> And if you don't want to type in the words I just said, that QR code takes you right there. Um, and that's really it. So, thank you so much. I appreciate all of your time today. And yeah, if you have any questions, we'll be here for a little bit after. So happy to see you after. >> Thank you. >> Thank you. >> Thank you. Jamie. >> You go. You can go that way. [applause]