Dahlia El Gazzar, DES is the Tech Evangelist who founded Dahlia+Agency after working with tech companies and event industry trailblazers that awoke her to the need for speed – for closing the gap between great tech and adoption. She has an OMG-attitude about all things tech, audience engagement and event marketing. With more than a decade of event experience on both the professional planning side and as an association collaborator, Dahlia’s kinship with the industry and the audience runs deep.

In her upcoming IAEE webinar, Vibe Marketing: Spark Don’t Sell, she poses the questions: What if the secret to unforgettable events isn’t about filling seats, but about igniting sparks? What if instead of measuring success through attendance numbers, we tracked the moments when attendees’ eyes literally light up?

Dahlia will dive into the groundbreaking “Vibe Eventing” methodology, a revolutionary approach that transforms traditional marketing from predictable content dumps into electrifying energy transfers. This isn’t just another marketing strategy; it’s a complete paradigm shift that prioritizes authentic human connection over conventional metrics.

Dahlia will reveal how to curate “chaos-curious” speaker lineups that keep audiences on the edge of their seats, implement real-time marketing that turns attendees into co-creators, and design intentional dopamine drops that create lasting loyalty. Most importantly, webinar attendees will discover how to measure what truly matters – those magical “Eyes Light Up” moments that signal genuine engagement.

Here, she shares the philosophy behind “Vibe Eventing” and uncovers the practical strategies that are already transforming events across industries.

The concept of “tracking sparks, not seats” completely flips traditional event metrics on their head. What should organizers be looking for instead of attendance numbers?

Dahlia: Yes, attendance matters, but “Eyes Light Up” (ELU) moments matter more. That’s your real indicator of impact. If nobody’s sharing, reacting, or emotionally connecting, the headcount is hollow. Note that 76% of attendees say unexpected moments significantly boost satisfaction. (Source: Skift Meetings x Encore, 2024)

If your audience isn’t moved, tweeting, or DMing their colleagues mid-session, the seats don’t matter. You’re not running an event – you’re just running boring same old same old sessions that won’t be remembered.

You teach creating “chaos-curious” speaker lineups as a key strategy. This sounds both exciting and terrifying for event organizers. How do you balance the element of unpredictability with the need to deliver value to attendees and sponsors?

Dahlia: It’s a curated clash of perspectives by pairing speakers from different worlds who create friction that sparks curiosity. And audiences LOVE it. No one wants vanilla panels, or everyone agreeing on the same topics or points. That is when you start losing the audience not only for your current event, but more importantly, for future events.

Here’s a helpful hint: panels don’t need to be echo chambers. They need tension, surprise, and narrative. When attendees co-create sessions, return attendance jumps by 68%. (Source: Event Leadership Institute/Bizzabo, 2024)

Sponsors notice the buzz, too, and a buzzed room is what they want to invest in.

The idea of “dopamine drops” suggests a very intentional, almost scientific approach to creating emotional highs during events. Can you share some specific techniques for engineering these moments, and how do you time them throughout an event experience?

Dahlia: Break patterns. Surprise them. Give people something they didn’t see coming at just the right moment. I design event agendas like mixtapes: with highs, slow builds, and plot twists. Sessions with real-time engagement tools increase dwell time by 39%. (Source: Freeman Trends Report, 2024)

Think live reveals, spontaneous polls that change the discussion, or a celebrity cameo piped in from nowhere. Novelty keeps brains hooked.

Traditional marketing often focuses on pushing information out to audiences. Your “energy transfer” approach sounds much more dynamic. How does this change the way organizers should think about their pre-, during and post-event communication strategies?

Dahlia: Here are my suggestions, given that emotionally connected attendees are 2.5x more likely to register again for your next event. (Source: Freeman Data Pulse, 2024)

• Pre: Invite co-creation. Ask questions. Use reels, not reminders.
• During: Let them shape the moment, not just consume it.
• Post: Give them an encore. Highlight their voices. Drop unexpected value.

The secret is keeping the vibe alive long after the lights go down.

“Eyes Light Up” moments are fascinating as a success metric, but they seem challenging to measure at scale. How do we prove engagement at scale?

Dahlia: You build your own Spark System. This might include:

• Live reaction polls
• Social media tracking (shares, mentions, emojis in comments)
• Speaker quote clips that explode post-session

User-generated content boosts post-event engagement by 50%+ and sponsors love the organic reach. (Source: HubSpot + Splash, 2024).

If you’ve had a single quote or moment go viral after an event, that’s a spark. And sparks are currency.

Real-time marketing that crowdsources attendee insights requires a significant shift in mindset from controlled messaging to collaborative content creation. What advice do you have for organizers who might be nervous about giving up that level of control?

Dahlia: Controlled messaging is safe… and forgettable. Attendees want to be part of it, not just watch. Give them structure, not scripts. We use live UGC walls, branded challenges, and shout-outs – then moderate smartly. The more they see their words reflected, the more they lean in. And that engagement carries straight into the post-event community.

Click here to register for Vibe Marketing: Spark Don’t Sell and learn more about upcoming topics for IAEE’s Webinar Wednesdays here.

The post Stop Counting Seats and Start Igniting Sparks appeared first on IAEE.

We’ve all been there – working with someone whose communication style feels like nails on a chalkboard, or whose approach to decision-making seems completely backwards. Our first instinct? Label them as “difficult.” But what if we’re missing something crucial?

Sharon Andrade, Founder of HLeadership, challenges us to reframe this common workplace frustration in her upcoming IAEE webinar, People: Difficult or Different? With years of experience in leadership development, Sharon believes that the key to organizational success lies not in trying to change people, but in understanding that their communication preferences and needs might simply be different from our own.

In this enlightening session, participants will explore the critical distinction between perceiving others as difficult versus acknowledging them as simply different. Sharon will guide attendees through discovering their “intent” versus their “impact,” providing practical strategies to navigate diverse communication styles with grace and effectiveness.

We sat down with Sharon to dive deeper into these concepts and learn how this shift in perspective can transform workplace relationships and drive organizational success. Her insights on leveraging diverse communication styles, building trusted relationships, and enhancing teamwork offer valuable takeaways for anyone looking to improve their collaborative effectiveness.

Read on to discover how recognizing and appreciating diversity in communication styles can unlock your team’s full potential, and don’t miss the chance to join Sharon for the full webinar experience.

You will delve into the distinction between “intent” versus “impact” in communication. Can you share a specific example of how someone’s good intentions might create a negative impact due to different communication styles, and how awareness of this gap can transform workplace interactions?

Sharon: Here is a common example. A leader, feeling the pressure of an upcoming deadline, reiterates a strong and abrupt directive to the team. Her intention is to create urgency and ensure everyone is on board with the importance of the timeline so that they can be successful together. She genuinely believes the team might now realize how critical it is. However, the impact can be quite different. The team might interpret her tone or approach as a lack of trust: “Does she think we don’t get it?  We already know – does she not trust us to follow through?”

This gap between intent and impact often stems from different communication styles and assumptions. The leader’s intention was to support; the team felt questioned. Awareness of this gap is essential – when leaders pause to consider how they might be received, especially by someone of an opposite communication style, it can transform how they engage. Taking time to understand impact builds stronger relationships and prevents unnecessary tension.

In your experience, what are the most common communication style differences that cause people to label others as “difficult”? How can leaders quickly identify when they’re falling into this trap versus recognizing someone is simply different?

Sharon: There are a few, but I’ll provide one common example which involves how people make decisions. For example, an expedient decision maker tends to move quickly. They are action-oriented often thinking out loud and expect immediate reactions or buy-in from others. Whereas a process-oriented decision maker prefers to pause, reflect and consider implications before responding. They value thoroughness and structure, and they may not feel comfortable reacting immediately.

The expedient decision maker may view the other person as slow, resistant or disengaged. The process-oriented decision maker may view the other as pushy, rude or inconsiderate. The key is for leaders to notice their own reaction: If you feel impatient, misunderstood or dismissed, pause and ask, “Is this really resistance or is it a style difference?”

You will teach participants how to connect with different communication preferences. What’s the difference between adapting your communication style and compromising your authentic self? How can people maintain their integrity while still being flexible?

Sharon: This is such an important distinction. We focus on behavior which can be intentionally adapted to improve connections and understanding – without compromising who you are.    Adapting your behavior based upon the situation, people and environment is a core element of emotional intelligence. Behavior is what you do, while personality is who you are. You are not changing yourself, rather you are choosing to flex in service of better communication.

It also goes back to intent. When your goal is to connect, not control, you are honoring your integrity while making space for others. It’s about meeting people where they are and not staying stuck in your own style out of habit or indifference.

Many organizations claim to value diversity, but struggle with communication diversity specifically. What is one practical strategy teams can implement immediately to better leverage the strengths of different communication styles?

Sharon: I come back to Steven Covey’s fifth habit: Seek first to understand, then to be understood.  So often, we focus on getting our point across or influencing others to work the way that we do. But the first step is to develop self-awareness – understanding your preferences, strengths and blind spots. From there, shift your mindset: “What if this person’s opposite strengths could help address my blind spots?”

Rather than resist differences, be curious about what they bring. Taking time to understand yourself and their approach will enable you to bridge differences and together achieve greater outcomes than either of you could alone.

When you’re working with someone whose environmental preferences, social settings, or quality orientation differs drastically from yours, what’s the first step in building a trusted, respectful relationship?

Sharon: Once you have developed self-awareness and a clear understanding of how your preferences differ from others, the first step in building trust and respect is to identify what they need from you. We often focus on what we need to do our best work, but effective collaboration begins when we shift that focus outward. One way to start is to adapt your approach to better align with their preferences and needs.

For example, if they tend to communicate more slowly and methodically, you may want to slow your own pace to create comfort and connection. If they prefer stability, take time to understand what they need to navigate an upcoming change successfully. This isn’t about changing who you are, but rather demonstrating respect by meeting others where they are.

For leaders who want to create more inclusive communication environments, what’s the biggest mindset shift they need to make, and how can they model this “different, not difficult” approach for their teams?

Sharon: Creating more inclusive environments starts with a mindset shift from knowing to curiosity. Leaders often move quickly toward goals or to implement initiatives, confident in their direction. But when your mind is already made up, there is no space for other voices or perspectives. Curiosity requires leaders to slow down and ask:

• “What am I missing?”
• “What haven’t I thought of?”
• “What is being left unsaid?”

These questions invite others to contribute in meaningful ways. When leaders model a mindset of curiosity, welcoming different perspectives and methods rather than seeing them as obstacles – they signal that different isn’t difficult, it is valuable.

Click here to register for People: Difficult or Different? and learn more about upcoming topics for IAEE’s Webinar Wednesdays here.

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The exhibitions and events industry operates in an increasingly complex regulatory environment, where policy decisions made in Washington, D.C. can have far-reaching impacts on everything from international participation to workforce development. As legislative priorities shift and new regulations emerge, industry professionals need to stay ahead of the curve to protect their businesses and maximize opportunities.

This past May, 170 business and professional events industry leaders and advocates from 30 states met with their elected officials on Capitol Hill as part of the Exhibitions and Conference’s (ECA) annual Legislative Action Day – a record showing!

In the upcoming IAEE webinar, IAEE & ECA Advocacy Update: The 4 “T’s” of Washington, DC Impacting the Industry, ECA Executive Vice President Tommy Goodwin will discuss the critical policy issues currently shaping our industry. Tommy will break down what he calls the “4 T’s” of Washington advocacy – tariffs, travel, taxes and talent – and explain how each area directly affects exhibition organizers, venues and service providers across the country.

Whether you are navigating international exhibitor relationships, planning budgets amid changing tax policies or struggling with workforce challenges, understanding these policy dynamics is essential for strategic planning. Read on for insights from our conversation with Tommy, then join us for the full webinar to dive deeper into these critical advocacy issues.

Tommy, you’ve identified tariffs, travel, taxes, and talent as the “4 T’s” impacting our industry. Can you explain why these four areas have become the primary focus of ECA’s advocacy efforts in Washington?

Tommy: ECA’s advocacy focus is determined by IAEE and our other association alliance partners. IAEE President and CEO Marsha Flanagan, M.Ed., CEM does an incredible job keeping her finger on the pulse of what IAEE members are experiencing on the show floor and passing that information along to ECA in Washington, D.C.

Through that process, the industry has made clear that the “4 T’s” – tariffs, travel, taxes, and talent – have an outsized impact, both in the near term and in the longer term. This is why ECA has prioritized these important issues in our work on Capitol Hill and with the White House.

Let’s start with tariffs. How are current trade policies affecting exhibition organizers and their international exhibitors? What specific challenges are you hearing about from industry members?

Tommy: The new tariffs introduced since 20 January have led to significant concern within the industry. Why? Because they have increased costs for event organizers, exhibitors, attendees, and service providers alike. They are also particularly harmful to small businesses, which account for 99% of our industry’s companies and 80% of all exhibitors.

That’s why ECA is working with our member associations, coalition partners, and other key stakeholders in Washington, D.C. to oppose these new tariffs and advocate for trade policies that will strengthen the competitiveness of the industry going forward and allow us to continue to serve as a growth engine for the U.S. economy.

Travel policies have been an ongoing concern, especially post-pandemic. What are the current visa and immigration issues that are making it difficult for international attendees and exhibitors to participate in U.S. trade shows?

Tommy: Since post-pandemic international travel, our industry has been challenged bringing back all its international exhibitors and attendees from around the world. Last year, ECA helped the U.S. State Department secure $50 million for visa backlogs, which helped bring visa wait times down at many U.S. embassies and consulates around the world. That said, there is still more to be done. Currently, 51 U.S. posts have visa interview wait times of more than 3 months.

In addition, last month the Trump administration introduced full or partial travel restrictions of citizens of 19 countries. Last year, these countries contributed 336,355 of the 72,390,321 international visitors to the U.S. in 2024, or 0.46%.

On the tax front, what recent or proposed changes should exhibition professionals be most concerned about? Are there specific tax policies that could significantly impact event budgets or venue operations?

Tommy: ECA has been working overtime to ensure that the industry is positively impacted by tax reform in Washington, D.C. ECA has been lobbying tirelessly to encourage Congress to take up and pass federal tax legislation that is pro-growth, pro-investment, pro-impact, and pro-workforce development, which they are on the cusp of doing with the “One Big Beautiful Bill.”

What does that mean? Congress will maintain a competitive business tax rate, the current treatment of private investment capital, and the nonprofit status of associations and their events. This is good news for the industry and will help us continue to drive economic growth, support job creation, and empower small businesses.

The talent shortage seems to be affecting every industry right now. What unique workforce challenges is the exhibitions industry facing, and how is ECA working to address these issues at the federal level?

Tommy: In 2020, 2.8 million industry workers were furloughed or laid off during the pandemic. Only 2.5 million of them came back. Since then, the industry has been working tirelessly to recruit and train our next generation skilled workforce, but we need help from Washington, D.C. to expand the pool of Americans with the skills and training necessary to have great careers in our industry.

ECA has been advocating for two proposals on Capitol Hill that would expand Pell Grants to cover skilled workforce training and expand 529 programs to cover industry certifications like IAEE’s CEM Learning Program. Both provisions are currently included in the “One Big Beautiful Bill,” and ECA anticipates that they will be signed into law soon.

Looking ahead, which of these “4 T’s” do you think will have the most significant impact on the industry in the coming year? What should IAEE members be preparing for, and how can they get involved in advocacy efforts?

Tommy: In the near term, tariffs. Over time, Congress has delegated most trade and tariff policy decisions to the executive branch, so President Trump has near unilateral decision-making authority when it comes to tariffs.

That’s why ECA encourages industry leaders and advocates to share their concerns with policymakers through the ECA Advocacy Network’s email action center. In addition, ECA has also established the ECA Tariff Resource Center on the ECA website with the latest trade and tariff policy news impacting the industry.

Click here to register for IAEE & ECA Advocacy Update: The 4 “T’s” of Washington, DC Impacting the Industry and learn more about upcoming topics for IAEE’s Webinar Wednesdays here.

The post Navigating Washington’s Policy Shifts and Their Effect on Business Events appeared first on IAEE.

As emerging technologies continue to transform the exhibitions and events industry, innovative solutions are reshaping how we connect with stakeholders. Michelle Metter, Partner at Fast Forward Event Productions and her colleague, Vice President of Events Kristin Martinez, CMP, CEM are no strangers to maximizing AI-powered engagement. Their team has pioneered the use of custom chatbots to transform communications with attendees, exhibitors and vendors.

Michelle and Kristin will offer a deep dive into how Fast Forward Event Productions implemented AI-driven custom chatbots to create more efficient, personalized experiences while streamlining operations in IAEE’s 18 June webinar, AI-Powered Engagement: Elevating Communication with Attendees, Exhibitors, and Vendors. They will reveal the step-by-step process their team used to develop powerful communication solutions as well as present a case study demonstrating how these technologies have improved operational efficiency and facilitated more effective attendee matchmaking.

Here, Michelle and Kristin offer implementation strategies for organizations with varying technical expertise and share success metrics from their own experiences along with their vision for the future of AI in the events industry. Whether you are new to AI technology or looking to optimize your current systems, their insights provide valuable guidance for elevating stakeholder engagement at your events.

Your webinar focuses on innovative solutions for event communications. What specific pain points in traditional event communication methods do these AI solutions address?

Michelle: The core challenge with traditional event communications is managing an overwhelming amount of information without overwhelming the recipient. Whether it’s exhibitors, sponsors, staff, or attendees, each group needs tailored information. Yet the default has been lengthy emails, disjointed communications or documents like the “Exhibitor Service Kit” and “Operations Manual,” which often feel like a cross between an Ikea manual and summer camp enrollment forms.

Our revised approach and AI-driven solutions reframe this entirely. Instead of static documents or long email chains, we create intuitive, interactive resource centers tailored to each stakeholder group. And if someone can’t find what they need? They simply ask. It’s proactive support without the inbox overload.

Can you share an example of how your custom chatbot significantly improved the attendee experience at a recent event? What metrics indicated success?

Kristin: The real impact was felt not just by attendees, but by the support ecosystem around them such as staff, sponsors and exhibitors. By equipping these groups with immediate access to tailored information, we empowered them to operate more efficiently, which directly improves the attendee experience.

It wasn’t just about the chatbot itself; it was about using AI to reduce friction, improve autonomy and cut down on operational noise. The strongest indicators of success included a noticeable drop in inbound questions and requests. Our partners appreciated having control and clarity, right when they needed it.

What was the most surprising insight your team discovered when implementing AI-driven communication systems for exhibitors and vendors?

Michelle: We often hear, “No one reads the emails,” but that’s not entirely true. They are reading, we’re just not sharing the right content at the right time. What we learned is that email, while useful, isn’t effective as the primary vehicle for ongoing communication especially across long timelines or for brands attending multiple shows.

The surprising insight? When we gave users an AI-supported way to find what they needed – on their own terms – they used it, and they loved it. The feedback on our AI-powered apps has been overwhelmingly positive. The burden of information didn’t disappear; it just became accessible.

For exhibition organizers with limited technical knowledge, how steep is the learning curve for implementing AI chatbots, and what resources did you find most valuable during your implementation process?

Michelle: The biggest shift is in mindset, not technical skill. AI success starts with asking better questions. When we started treating AI like a strategic thought partner – one that understood our events, business goals and operational systems – everything changed.

Our custom bots now help team members articulate challenges, brainstorm solutions and even provide step-by-step implementation guides. You don’t need to know how to build it, you just need to know how to ask for what you need.

Kristin: For those just starting out, I recommend the AI Explored Podcast by Social Media Examiner. Two great episodes to begin with are AI Driven Leader (**start here**) and AI Assistants.

Looking ahead, how do you envision AI technology evolving in the exhibitions and events industry over the next three to five years, and what should organizations be doing now to prepare?

Kristin: AI will become a fully integrated part of business operations across all industries. For events, that means rising expectations not just from attendees, but from sponsors, exhibitors and internal teams who are already using AI in their day jobs.

What should you do now? Start using AI daily. Ask it to help you solve real problems. Use it to optimize processes, brainstorm creatively, and explore new formats. This isn’t about replacing humans, it’s about augmenting your capacity to think bigger, act faster and deliver better experiences.

Click here to register for AI-Powered Engagement: Elevating Communication with Attendees, Exhibitors, and Vendors and learn more about upcoming topics for IAEE’s webinars here.

The post Chatbots and Connections and Conversions – Oh My! appeared first on IAEE.

Organizations that successfully align their sales and marketing teams consistently outperform their peers in revenue growth, customer acquisition and retention. Yet despite this clear advantage, many companies still operate with these crucial departments working in silos, pursuing different metrics and sometimes even competing priorities.

Kierra Tobiere, MA will shed light on this critical business challenge and explore how organizations can break down these functional barriers to unlock unprecedented revenue growth and sponsorship opportunities in her webinar on 11 June, Synergizing Sales and Marketing: Unleashing Revenue Growth Through Strategic Alignment.

As the Senior Revenue and Content Marketing Manager for the American Chemical Society (ACS), Kierra is a dynamic marketing strategist who expertly orchestrates comprehensive campaigns that fuel revenue growth and lead generation across both established and emerging sales channels. Her targeted initiatives consistently accelerate pipeline development while strategically scaling both inbound and outbound sales operations.

Working in close collaboration with sales, customer success and data analytics teams, Kierra develops and implements best-in-class engagement strategies that resonate with prospects and customers alike. This collaborative approach enables seamless expansion opportunities across ASC’s portfolio.

Here, Kierra offers practical insights on fostering true collaboration between teams, implementing unified strategies, and leveraging combined strengths to dramatically improve your organization’s market impact and bottom line.

You emphasize the importance of aligning sales and marketing goals for revenue growth. What are the most common misalignments you see between these departments, and what measurable impact does proper alignment typically have on an organization’s bottom line?

Kierra: A major disconnect I see time and again is a lack of consistent communication between sales and marketing – especially around what happens after a lead is handed off. Marketing often doesn’t know if or when a lead actually converts, and sales may not provide feedback on lead quality in real time. This gap makes it difficult to optimize campaigns or understand what is truly driving revenue.

When those communication loops are closed and both teams are tracking lead progression together, you see measurable improvements: better-qualified leads, stronger conversion rates and, ultimately, more efficient use of resources. At ACS, implementing shared reporting and regular check-ins helped us refine our targeting and increase the overall ROI of our lead generation efforts.

Building effective collaboration between teams with historically different perspectives can be challenging. What specific communication frameworks or shared metrics have you found most successful in creating genuine synergy between sales and marketing professionals?

Kierra: Regular check-ins with the sales team have been one of the most effective ways to build genuine collaboration. These meetings go beyond campaign updates; they’re about understanding which products are resonating in the market, what revenue has actually been generated, how close we are to budget goals and what feedback sales is hearing directly from prospects.

That real-time input helps marketing quickly pivot messaging, prioritize high-impact products and create content that actually supports closing deals. At ACS, we’ve built a rhythm of monthly alignment meetings and shared dashboards that keep everyone informed and responsive. It’s created a culture where marketing isn’t just supporting sales, we’re building revenue together.

In the context of association management and events, how can aligned sales and marketing strategies specifically enhance sponsorship acquisition and retention?

Kierra: Associations thrive on relationships, and those relationships are often built and nurtured through events. When marketing understands the sponsorship value proposition and builds campaigns that clearly communicate those benefits, it creates a stronger case for acquisition. Meanwhile, sales teams can use marketing content and insights to deepen relationships and demonstrate ongoing value to sponsors.

At ACS, aligning our event strategies across both teams has helped us deliver more targeted outreach, consistent messaging and a more seamless sponsor experience from pitch to post-event follow-up.

Technology plays a significant role in modern sales and marketing integration. What essential tools or platforms would you recommend to organizations looking to better connect these functions, particularly for resource-conscious associations?

Kierra: For associations looking to better connect sales and marketing without overspending, I recommend starting with foundational tools that streamline both communication and project tracking. A CRM like HubSpot or Salesforce paired with a marketing automation tool like Mailchimp can help track lead behavior and nurture prospects efficiently.

For project collaboration, tools like Asana are incredibly valuable, especially for managing campaigns across departments, tracking deliverables and ensuring visibility at every stage of execution. Asana keeps everyone aligned and accountable without overwhelming smaller teams. Even using shared dashboards in Google Data Studio or regular Slack updates can go a long way in fostering transparency and keeping both sides connected to shared goals.

Change management is often the biggest hurdle in organizational transformation. What practical steps can leaders take to overcome resistance when implementing more collaborative approaches between traditionally separate departments?

Kierra: The first step is creating buy-in by showing what’s in it for each team, whether that’s more qualified leads, shorter sales cycles or greater recognition for contributions. Piloting small joint initiatives can also build trust and demonstrate early wins. Leaders should celebrate those wins publicly and use them as case studies to scale collaboration. At ACS, we also appointed liaisons across departments to keep communication flowing and ensure shared accountability. It’s not just about process; it’s about shifting the culture to value collaboration as a growth strategy.

Looking ahead, how do you see the relationship between sales and marketing evolving in the next few years, and what should forward-thinking organizations be doing now to prepare for these changes?

Kierra: The future is all about revenue teams, not separate sales and marketing silos. I see these functions continuing to merge under shared revenue operations frameworks where alignment is not optional but foundational. Personalization, data-driven storytelling and buyer journey mapping will be more tightly integrated across functions.

Forward-thinking organizations should invest now in cross-training, integrated data systems and joint planning cycles. Those that treat alignment as a strategic advantage rather than an operational fix will be the ones that lead in growth and innovation.

Click here to register for Synergizing Sales and Marketing: Unleashing Revenue Growth Through Strategic Alignment s and learn more about upcoming topics for IAEE’s webinars here. Missed a webinar? No worries! On-demand recordings are available.

The post Supercharge Revenue Growth by Aligning Your Sales and Marketing Teams appeared first on IAEE.

Savvy exhibition organizers fully understand that the difference between forgettable functions and industry-defining experiences comes down to one critical factor: meaningful engagement. Attendees demand personalized experiences that deliver clear value, while sponsors require measurable returns on their investments.

IAEE’s webinar on 21 May, Maximizing Engagement: Marketing Strategies That Drive Attendee and Sponsor ROI, will explore sophisticated strategies that successful show organizers employ to create engagement touchpoints throughout the entire event lifecycle – from initial marketing outreach to post-event relationship nurturing.

As the current Head of U.S. Sales for EventsAir, presenter Ross Sawai leads an organization that provides comprehensive event management software and services designed to streamline the complexities of modern exhibitions. His 20+ years in the industry span executive leadership roles in sales, marketing and operations across globally recognized firms.

What makes Ross’s perspective particularly valuable is his holistic understanding of the event ecosystem. Having worked on both the technology and service sides of the industry, he brings a rare combination of technical knowledge and practical experience. Originally from Hawaii but now based in Texas, Ross leads EventsAir’s expansion efforts in the U.S. market, giving him current insights into how organizers are addressing today’s challenges – from digital distraction to proving ROI.

Ross will moderate a panel of industry experts who will share actionable strategies for cutting through marketing noise, creating innovative sponsor activations and building engagement momentum that extends well beyond the event dates. The panelists are:

• Lauren Liles, CMP, DES | Senior Director, Event Operations and Experience | American Institute of Architects (AIA)
• Kathy Rasmussen, CMP | Vice President, Housing and Event Technology | Conference Direct
• Elaine Richardson, CMP | Vice President, Conferences and Events | National Black MBA Association

Whether you’re struggling with attendance numbers, sponsor retention or creating memorable brand experiences, Maximizing Engagement: Marketing Strategies That Drive Attendee and Sponsor ROI promises practical takeaways for events of all sizes.

Here, Ross provides insights into maintaining engagement momentum throughout the entire event lifecycle while addressing the growing demands of both attendees seeking personalized experiences and sponsors requiring concrete ROI.

You emphasize that engagement is built rather than simply ‘happening.’ What are the most common misconceptions organizers have about creating attendee engagement?

Ross: Simply setting aside time with coffee/general breaks won’t improve engagement perceptions. It is important to understand your attendee profile and day-to-day engagement tendencies to guide how you plan for maximum value.

With so many digital distractions competing for people’s attention, what audience acquisition strategies have you found most effective for cutting through the noise?

Ross: Organizers are testing new concepts such as specific networking areas throughout the event so attendees can proactively connect with others who seek similar interactions. Leveraging tools such as BrainDate to offer topics and real time collaboration has proven to be beneficial.

Sponsor ROI remains a constant challenge for exhibition organizers. Can you share some creative activation strategies that have successfully driven meaningful booth traffic?

Ross: Prominent giveaways and promotion pre- and onsite never fail to generate traffic. Airline miles, hotel points, and the latest personal technology buzz that appeal to a consumer mindset have been effective.

How has the approach to pre-event marketing evolved in recent years, and what tactics are working best to build momentum before an event even begins?

Ross: Last-minute registration trends continue which increases uncertainty for organizers to plan effectively. Organizers are testing avenues to reverse this such as packaging fees, hyping VIP speakers or events, and grass roots/digital marketing to extend reach.

Post-event engagement is often neglected. What systems have you seen work best for maintaining relationships and extending value after an event concludes?

Ross:  Year-round solutions provide access for continuous content sharing although it is more about creating ongoing conversations that allow attendees to offer diverse perspectives.

With your vast experience across different companies, how have you seen event technology evolve to better support engagement strategies?

Ross:  The biggest shift is the move from feature-rich point solutions to all-in-one consolidated data offerings. Organizers will give up enhanced features to ensure systems are easy to use, real time and data secure.

Click here to register for Maximizing Engagement: Marketing Strategies That Drive Attendee and Sponsor ROI and learn more about upcoming topics for IAEE’s webinars here.

The post How Top Event Pros Drive ROI for Attendees and Sponsors appeared first on IAEE.

In today’s fast-changing economic and business landscape, staying informed about industry trends is crucial for exhibitions and events professionals. The IAEE webinar from the Center for Exhibition Industry Research (CEIR) on 14 May, Where Is the B2B Exhibition Industry Now? What is the Outlook? How to Plan When the Business Environment Keeps Changing!, promises to deliver valuable insights that can help industry leaders navigate these uncertain times.

The webinar features economic expert Adam Sacks, President of Tourism Economics, sharing key findings from this year’s CEIR Index, including outcomes for 2024 and forecasts through 2027. CEIR Vice President of Research Nancy Drapeau, IPC will complement this data with a sampling of results on performance metrics from the upcoming release from the Organizer Benchmarking Study.

To give you a taste of what to expect, we sat down with Adam and Nancy to discuss some of the pressing questions facing the exhibition industry today.

The business environment seems to be changing at an unprecedented pace. Can you provide a preview of the most significant economic factors currently impacting the B2B exhibition industry that you will be discussing?

Adam: Tariffs loom large for the exhibition industry. They threaten the global economy through various channels, including higher prices, supply chain disruption, falling confidence, and rampant uncertainty. I’ll share our current view on the range of outcomes facing the U.S. economy and how this is likely to affect the exhibition industry.

Looking at the forecast through 2027, which industry sectors show the most promising growth potential, and which ones might face challenges in the coming years?

Adam: The information technology (IT) sector is projected to grow significantly in the coming years, which should lead to stronger IT-related exhibitions. This growth is driven by ongoing investment in research and development and the increasing use of artificial intelligence, which is consistently increasing productivity.

In contrast, the manufacturing sector is facing uncertainty. This is largely due to potential issues with tariffs and risks related to international relations. Specifically, tariffs and the possibility of counter-tariffs from other countries could have a negative effect on manufacturing.

How are inflationary pressures and potential recession concerns specifically impacting exhibitor participation rates and attendee spending behavior across different industry sectors?

Adam: Exhibitor participation decreased in the first quarter of 2025, while attendee numbers are recovering slowly and inconsistently. Uncertainty caused by trade tensions and the implementation of tariffs may be reducing businesses’ willingness to participate in trade shows. Furthermore, the overall economic situation, including a weakening economy and reduced consumer confidence, is also a factor. Companies might be reluctant to allocate resources to trade shows in this environment.

For exhibition professionals trying to make informed decisions in this changing landscape, what is your advice on how insights from the CEIR Index and the Organizer Benchmarking Study can be used?

Nancy: The CEIR Index provides benchmarks for four critical metrics: attendance, exhibiting companies, NSF of paid space, and organizer gross revenues. It offers context on how macroeconomic factors, including the overall economy and sector-specific factors, have impacted and are likely to impact performance at the sector level.

The Organizer Benchmarking Study goes further by providing benchmarks on how organizer gross revenues break down by revenue source (exhibit sales, sponsorships, attendee fees, etc.). For a deeper dive into performance metrics related to exhibiting companies and NSF of paid space, it captures information on which metrics are used to track performance and the results among those using these metrics. It does the same for attendee size, detailing specific performance metrics such as registration show-up rate and attendee retention metrics, among others. Additionally, it provides a snapshot of an event team’s staffing levels by job function.

The Index and Organizer Benchmarking Study metrics complement each other. Their purpose is to support organizer strategic planning, helping organizers and event management firms frame strategic discussions, address areas needing attention, and leverage event advantages.

How does the new interactive dashboard format enhance the way users can analyze and utilize the CEIR Index data?

Nancy:  This year’s release of the CEIR Index is a game changer because it is interactive. Users no longer need to comb through over 100 pages of content. Instead, they can skip to the tab with the content of interest and drill down to specific results. Depending on the access level purchased, users can scan data going back to 2000 with the Index Pro+, which provides content on the overall industry and all 14 industry sectors. The Pro version offers the same access but only goes back to 2010. The Index Sector+ version does the same for one sector of choice. Organizers have a unique opportunity to gain access to the dashboard content for one sector at no cost. If I were an organizer, I’d jump on this opportunity.

Here are just a few examples of how the CEIR Index benefits users:

Typical Organizer Need: If I am in charge of strategic planning for an event, I can quickly jump into the dashboard, select the charts that align with my story, and kick off strategic planning. This helps address challenges and leverage strengths in the sector related to benchmarks for attendance, exhibiting companies, NSF of paid space, and revenues. I might also look at trends by event size to pull in those insights. All charts and pages are downloadable as PNG images, PDFs, or PowerPoint slides. If I don’t like the presentation of the data or want to create my own chart, I can go to the data table and pull down the data to integrate into my chart.

Consultant/Business Development Department Needs: Many companies use the Index to access data for market size estimates, which are critical for business plans and due diligence analysis when assessing prospective acquisitions or other business investments. Business development departments at organizations that run or manage events use the data for these purposes as well as for new launch opportunities. There is nowhere else to get such comprehensive analysis of market size estimates, including a three-year forecast horizon. Downloading this data is easy, just a click of a button.

The interactivity of this format gives users access to hundreds of tables at the click of a button. The Pro+ version offers even more access. We are excited about this powerful leap for the Index and look forward to users gaining an advantage by using this tool to support their business information needs and decisions.

In what other ways can exhibition professionals prepare for an unpredictable business environment and help contribute the best data possible to work with?

Nancy:  Stay vigilant. Pay attention to Adam’s insights on 14 May. Keep an eye out for updates from CEIR and join us for each CEIR Quarterly webinar. The Index Quarterly Reports will become increasingly important due to rapidly changing business conditions that may affect the industry.

If you are an organizer, please participate in the Index Quarterly Survey and answer the new question about the impact of macroeconomic factors on your event. This data is crucial for the Index model to track these impacts and can also support advocacy efforts where needed.

Click here to register for Where Is the B2B Exhibition Industry Now? What is the Outlook? How to Plan When the Business Environment Keeps Changing! and learn more about upcoming topics for IAEE’s webinars here.

The post Decoding Exhibition Trends: Industry Experts Reveal What’s Next for B2B Events appeared first on IAEE.

Mastering the art of sponsorship marketing can make the difference between stagnation and extraordinary growth for exhibitions and events. Discover how to leverage sponsorship opportunities as powerful catalysts for enhancing your brand’s visibility and accelerating growth, while optimizing your marketing initiatives through strategic sponsor partnerships in IAEE’s upcoming Sponsorship Marketing Masterclass Series – a comprehensive webinar experience led by Paula Beadle, Founder and CEO of the Sponsorship Marketing Association.

This three-part transformative series will equip marketing professionals with cutting-edge strategies, proven sales processes and career-building frameworks to excel in the dynamic world of sponsorships. From navigating current industry trends to mastering the art of sponsorship sales and building a thriving career in this field, participants will gain actionable insights to propel their initiatives to new levels of performance.

To give you a taste of what to expect, we sat down with Paula for an exclusive interview in which she shares some of the insider knowledge she has honed in her 30+ years as a partnership marketing thought leader and trailblazer. Read on to learn what she has in store for participants and be sure to save the following dates so you can capitalize on the knowledge, tools and strategic insights you need to take your sponsorship marketing to new heights!

8 May 2025
PART 1 – NAVIGATING THE CURRENT SPONSORSHIP LANDSCAPE

15 May 2025
PART 2 – MASTERING THE ART OF SPONSORSHIP SALES

22 May 2025
PART 3 – BUILDING A THRIVING SPONSORSHIP CAREER

In your first session, you will be exploring current sponsorship landscape trends. What major shifts have you observed in how organizations approach sponsorships in the past few years, and how can professionals best adapt to these changes?

Paula: Since COVID, sponsorship has significantly transformed. We have moved from logo placement to creating partnerships with real purpose that align with brand values. Measurement is more sophisticated and sponsors want clear ROI (return on investment), not just impressions. And now, savvy marketers are looking for experiences that blend digital and physical elements.

To keep up, you need strong data skills, authentic storytelling abilities and you’ve got to position yourself as a strategic partner, not just a salesperson. The most successful teams are the ones showing real business impact.

You will explain the art of positioning sponsorships as a “strategic growth driver” for organizations. Could you share an example of how you have seen a company successfully transform their approach to sponsorships from a basic marketing tactic to a core business strategy?

Paula: The game-changer is getting sponsorship out of its marketing silo. Smart companies are using sponsorships to solve specific business challenges across departments. It’s about repositioning sponsorship from a marketing expense to a business strategy that drives measurable results across the company. It happens when people start asking the right questions about broader goals.

This is part of the Amazon culture. Sponsorships at Amazon began as a community relations effort but expanded to include other initiatives such as employee engagement and climate. Amazon’s transformative approach was demonstrated with the naming rights of the Climate Pledge Arena – we’ll talk more about this in our session.

Your second session covers a nine-step sales process for sponsorship acquisition. Could you give us a sneak peek into one or two commonly overlooked steps in this process that tend to make the biggest difference in securing partnerships?

Paula: Two steps people constantly rush through are preparation and discovery. Too many sellers skip research and jump straight to sending emails. And during those early conversations, they are so eager to pitch their assets that they don’t take time to understand what the sponsor actually needs.

The best sellers spend 70% of those initial meetings asking smart questions rather than presenting. This leads to co-creating solutions where sponsors feel ownership in the ideas. When they feel it’s their vision, not just buying your assets, you are much more likely to close the deal.

Decision-making factors for sponsors have evolved significantly. What surprising motivations have you discovered that drive sponsor decisions today that might not have been as important five to ten years ago?

Paula: What’s fascinating is how companies are now using sponsorships for talent recruitment and retention rather than just consumer marketing. With the job market so competitive, partnerships are being evaluated on how they’ll engage employees and reflect company values.

Social impact has become another huge driver behind sponsorship decisions. So many companies are focused on reinforcing their social impact initiatives through their partnerships, like sustainability.

And don’t forget content creation – sponsors want partnerships that generate compelling material for their digital channels. These newer priorities require different metrics and involve departments beyond marketing.

The third session focuses on career development in sponsorship. What qualities or skills have you found separate truly exceptional sponsorship professionals from those who merely survive in the industry?

Paula: Four things set the stars apart in this field. First, thinking beyond marketing to how partnerships can impact multiple business functions. Second, designing creative activations that solve problems while creating memorable experiences – not just flashy ideas without purpose. Third is building relationships that can survive budget cuts and leadership changes. And finally, looking ahead by studying trends in other industries, not just reacting to what’s happening now.

The good news? These aren’t innate talents – you can develop all of these skills, which we will cover in session three.

For someone just beginning to explore sponsorship marketing as a potential career path or growth strategy for their organization, what foundational mindset shift would you recommend they make before attending your masterclass series? Alternately, what new nugget can you offer experienced marketers?

Paula: Don’t think of sponsorship as just another marketing channel; it’s a business ecosystem. Put your sponsor’s customer and your audience at the center of everything – your objectives, development and execution – and everyone wins. When you balance what sponsors want, what audiences experience and what properties need, you create value across the board.

And if you’re thinking, ‘I am not a salesperson, so sponsorship isn’t for me’ – that’s outdated thinking. The best sponsorship pros think like marketers (actually more like business executives) but apply sales discipline to their work. That’s where excellence comes from.

For the veterans out there, don’t get complacent! Ask yourself: are you just surviving or are you thriving? Taking your game to the next level comes down to mindset, high-performance habits, and how you manage your focus and time. Keep growing and perfecting your craft.

Click here to register for the Sponsorship Marketing Masterclass Series and learn more about upcoming topics for IAEE’s webinars here.

The post Unlock Sponsorship Superpowers to Transform Your Marketing Strategy appeared first on IAEE.

In an era of rapid technological transformation, industry professionals are constantly seeking innovative ways to boost their exhibition’s financial performance. Who better to learn from than the experts who have cracked the code on sponsorship revenue and cost management?

Rich Vallaster, CEM, DES, Senior Director of Industry Relations and Community Engagement for Personify A2Z Events and Michelle Mobley, Manager of Exhibits and Sponsorship for the American Society of Landscape Architects will be sharing their game-changing strategies in the upcoming webinar, Cash In, Cut Costs: Winning Revenue Tactics for Your EXPO and Sponsorship Programs on 16 April. Whether you are looking to supercharge your sponsorship income or streamline your event expenses, these insights are your roadmap to event management success.

Here, Rich and Michelle give us a taste of the comprehensive view they will offer in their presentation as they explore how technological innovations, strategic cost management and creative revenue approaches are reshaping exhibition revenue strategies. From cutting-edge AI integration to practical tips for maximizing sponsorship value, they will unpack the complex challenges facing exhibitions and events professionals and provide actionable strategies that can help show organizers stay ahead of the curve.

Technology is transforming all aspects of event management, including sponsorship offerings. What technological trends are currently reshaping how show organizers approach their revenue strategies?

Rich: Technology is empowering event organizers in numerous ways. For companies that exhibit and sponsor events, enhanced data-driven insights and buyer-supplier engagement through advanced event management software, lead retrieval tools, matchmaking solutions, and mobile apps are significantly increasing the return on investment (ROI) for exhibitors and sponsors, which is essential for the growth of events.

These deeper insights also enable event organizers to make strategic decisions and adjustments in real time. Moreover, the automation of online contracting and fulfillment for booth space and sponsorships allows organizers to concentrate more on building relationships that drive revenue. In a post-pandemic world, where marketing resources and staffing have shifted, reconnecting, nurturing, and maintaining relationships with exhibiting and sponsoring companies is more crucial than ever.

Many exhibition organizers struggle with balancing cost-cutting while maintaining the quality of their event. Can you share a specific example of how you have successfully reduced expenses without compromising the attendee experience?

Michelle: Invisible snips are a key part of our overall revenue strategy. When looking for cost-saving opportunities, we ensure that adjustments do not negatively impact the attendee experience. A major factor in achieving this is recognizing that sponsorship dollars can be allocated into three equally important categories: revenue-producing, cost-reducing and attendee experience-enhancing.

Each year, we analyze the full cost of activating sponsorships before offering them for purchase, allowing us to assess true profit margins. Our goal is to keep sponsorship production costs under 25% to qualify as a high-yield sponsorship. Some sponsorships may yield lower margins – closer to 30% or less – because they are critical to enhancing the attendee experience. The key to financial sustainability is balancing these different sponsorship types to maintain a healthy overall revenue model.

A recent example of how we successfully reduced expenses without compromising experience is our approach to refreshments on the EXPO floor. Previously, we offered complimentary coffee as part of the hall opening after the first general session. However, we realized attendees were naturally entering the EXPO at that time, reducing the need for an added incentive. Instead, we replaced the high-cost coffee service – which sponsor dollars only partially covered – with a profitable afternoon popcorn break. This adjustment resulted in a 50%+ profit margin while also strategically driving foot traffic to the EXPO at a time when engagement typically dips.

Webinar attendees will gain a practical cheat sheet of actionable tips. What is one unexpected strategy from this toolkit that might surprise our readers?

Michelle: One unexpected strategy that surprises many organizations is the importance of regularly auditing sponsorship benefits – not just the pricing. It’s easy to fall into a wash, rinse, repeat cycle, especially when you have a core group of loyal, repeat sponsors. But that model breeds complacency and limits growth.

Three years ago, we took a hard look at our sponsor benefits and conducted a full audit of both the cost to activate each sponsorship and the value of the benefits we were offering. We also did a competitive scan to see how our benefits measured up. From there, we identified new benefits we could offer that would increase sponsor value without increasing our costs. These changes focused on delivering more meaningful sponsor engagement beyond just brand awareness at a four-day conference.

The result? We increased sponsorship revenue by more than $250,000 without adding new expenses.

As part of the session, we’ll share practical templates for conducting both a financial and benefits review of your sponsorship program – helping you uncover hidden opportunities to grow revenue and improve sponsor satisfaction.

How has the rise of AI and digital technologies influenced sponsorship acquisition and management in recent years?

Rich: The rise of AI has transformed sponsorship acquisition and management by making it more data-driven, targeted and efficient. AI-powered analytics help organizers identify ideal sponsors based on audience demographics, engagement patterns and behavioral insights. Event management tools enable real-time tracking of sponsorship performance, offering companies ROI metrics and more personalized activation strategies. Additionally, automation streamlines communication, contract management and reporting, reducing manual effort and improving sponsor relationships. These advancements have not only expanded sponsorship opportunities but also enhanced their effectiveness, making partnerships more valuable for both organizers and companies.

For exhibition organizers just starting to optimize their sponsorship programs, what are the first three steps you recommend they take?

Michelle: For exhibition organizers just starting to optimize their sponsorship programs, I recommend these three foundational steps:

1. Start by reviewing each sponsorship opportunity individually. Look at how long it’s been offered, when the price was last adjusted, and when the last RFP was issued to fulfill it. Once you have this data, analyze it to identify where changes can be made to increase value or profitability.
2. Reach out to past sponsors and ask which other trade shows they regularly exhibit. Then, research those shows to see what sponsorship opportunities are being offered and at what price point. This will give you a clear sense of whether your sponsorships are priced too high, too low, or competitively. Adjust accordingly to remain competitive in the market.
3. Build direct relationships with your exhibitors and ask targeted questions about where they find value. Do you have exhibitors with large footprints but no sponsorship investment? Find out why. Ask if they’ve seen successful sponsorship models at other shows that they’d like to explore. Also, ensure you offer sponsorship options at various price points to capture different levels of investment.

Beyond the immediate financial benefits, how can a well-structured sponsorship program contribute to the long-term growth and reputation of an event?

Michelle: A well-structured sponsorship program does more than generate immediate revenue – it strengthens relationships with exhibitors, attendees and even internal stakeholders, contributing to the long-term growth and reputation of an event.

Sponsorship dollars can elevate the attendee experience, transforming a good conference into a great one. When attendees engage in unique, memorable experiences – whether it’s a hands-on activation, an unexpected moment of joy, or a meaningful networking opportunity – they build a subconscious connection to the event. These emotional touchpoints create lasting loyalty and encourage repeat attendance.

For exhibitors, sponsorships open the door to deeper relationships. I’ve found that my strongest exhibitor connections come from those who sponsor – not just because of the financial investment but because of the ongoing conversations we have while activating their sponsorships. These interactions allow me to understand their goals, tailor their brand positioning and build a partnership that extends beyond a transactional relationship.

Internally, sponsorship dollars can also strengthen relationships with colleagues. By securing funding for a program that a co-worker is passionate about, you elevate their work and bring additional visibility to initiatives that might not otherwise receive attention. Working together to align sponsorships with internal priorities fosters collaboration and reinforces the value of both sponsorships and the broader mission of the event.

Click here to register for Cash In, Cut Costs: Winning Revenue Tactics for Your EXPO and Sponsorship Programs and learn more about upcoming topics for IAEE’s webinars here.

The post Expert Tips on Maximizing Event and Sponsorship Revenue appeared first on IAEE.

Exhibitions and events professionals are accustomed to working in a high-pressure environment where they juggle multiple deadlines, client expectations and last-minute changes. April is National Stress Awareness Month, and a good time to address how industry professionals can better manage stress and build lasting resilience. It’s also a good time to bust some burnout myths, because the biggest myth of all is that burnout is the fault of an individual performer, not the sign of systemic problems in an organization.

This myth leads to increased burnout, stigma, and feelings of failure across employees and managers as they strive to “fix” themselves – often alone – instead of identifying root causes in the company or industry culture. Enter Rachel Boehm, a consultant and coach specializing in burnout, stress and sustainable high performance, who brings a unique blend of expertise as a National Board-Certified Health and Wellness Coach (NBC-HWC) and Ph.D. Candidate in organizational psychology.

Through her work at Rachel Boehm Coaching & Consulting LLC, she has helped countless professionals and organizations transform the way they work to turn stress into a strategic advantage, redefine success, and develop high-performance strategies that are sustainable throughout one’s career – not just a business cycle. This isn’t about working less; it’s about working smarter for yourself, your clients and your team.

At Expo! Expo! IAEE’s Annual Meeting & Exhibition 2024, Rachel busted common burnout myths and taught attendees about the systemic drivers of burnout and how to make changes across their company culture to tackle root causes. In her webinar on 2 April, Navigating Turbulence: Stress Management Strategies for Uncertain Times, she will teach what can be done to protect ourselves until those causes are fully addressed.

Rachel will explore both immediate and long-term stress management techniques and habits that can help industry professionals thrive in their demanding roles no matter how much authority they have over their company culture. Drawing on Science-Backed, People-Proven methods, she will share how to truly thrive under pressure.

You’ve worked with event planners dealing with burnout. Could you share a surprising way that chronic stress manifests in this industry that most professionals don’t recognize until it’s too late?

Rachel: It’s similar across all high-pressure industries. The biggest factors are that people are so swept up in being busy, they don’t recognize what they’re feeling. This is made worse by the fact that living in business and stress has become so common that people think it’s normal. So even if they notice it, they don’t question it until it’s too late. They’re the proverbial frog in a pot of water at a slow simmer that becomes a full, overflowing boil.

This industry often calls for a “hustle culture” and wearing multiple hats. Can professionals maintain their high performance while actually reducing their stress levels?

Rachel: Yes, it’s 100% possible. But it takes a balance of self-discipline and self-compassion, and it also takes leaders in the organizations to implement changes in their policies, programs… their entire culture, to address the root causes. Individuals can only be so resilient.

When it comes to “in-the-moment” stress management, many of us are familiar with deep breathing. What is another powerful technique you’ve seen work particularly well during high-stakes situations?

Rachel: Deep breathing is great for people who want to do it and can remind themselves to do it in the moment. It’s a tactic. The strategy is to know what works for you, there are many stress management tactics that might work better for some people. We will explore these in the webinar so attendees can discover a range of tools to use for different situations.

We’re curious about the science behind resilience in high-pressure environments. What is one interesting discovery from your research that changed how you approach stress management?

Rachel: That it’s OK that I don’t like meditation, ha-ha. Or at least not the way meditation is typically presented to us. Again, there are many ways to achieve the goal of resilience under pressure. You need to find the tactic(s) that works best for you and when.

Many event planners pride themselves on their ability to handle extreme pressure. How do you help these high achievers recognize when their ‘superpower’ might actually be undermining their long-term success?

Rachel: Strengths overused can become weaknesses. So, if your strength is “grit” it can mean you also don’t know when to pivot for fear of failure. One of the best and hardest lessons I learned early in my career is that changing my mind isn’t the same as quitting. Or that needing a break so I can come back to the problem recharged, isn’t a sign of weakness. It’s about challenging these misconceptions and redefining success and hustle and performance for yourself.

Your approach emphasizes personalization rather than “one size fits all” solutions. What is one unique aspect of your approach that differs from typical stress management advice?

Rachel: Just that. There are several unique aspects and my clients say that, not just me. I often see “experts” pushing the plan that worked for them onto everyone. And people try that; it doesn’t work or only partially works. But instead of saying, ‘hey, maybe the expert was wrong,’ they beat themselves up for “failing.”

It’s the law of the instrument. The quote describing it is often attributed to both Abraham Maslow and Abraham Kaplan. It says, “It is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail.”

This is relevant for those teaching or coaching others; they need to have a number of tools to personalize the approach for people and meet them where they are at.

It’s also relevant for the student or coachee; they need to learn a number of tools to add to their toolbelt, so they know what to use in which situation. Sometimes a mantra will do the trick. Sometimes you need to go for a walk. Sometimes you need to scream into a pillow or have a good cry or call a loved one or vent to a journal. Sometimes you need to call BS on your own self-talk and stop bullying yourself. Other times you might need to kick yourself into high gear even when you don’t feel motivated.

Click here to register for Navigating Turbulence: Stress Management Strategies for Uncertain Times and learn more about upcoming topics for IAEE’s webinars here.

The post Manage Stress and Prevent Burnout appeared first on IAEE.

The business-to-business (B2B) exhibitions and events industry continues to evolve at a rapid pace, and few people understand these changes better than Center for Exhibition Industry Research (CEIR) Vice President of Research Nancy Drapeau, IPC and Tourism Economics President Adam Sacks.

In their CEIR Webinar: B2B Exhibition Industry Update – Thriving Amidst Uncertainty on 25 March, they will be analyzing Q4 2024’s economic indicators as well as exploring innovative approaches in attendee engagement. They will also be sharing a sneak peek at insights from CEIR’s upcoming organizer benchmarking study and what they mean for the industry’s future.

In this exclusive interview, we explore their assessment of current economic factors affecting the B2B exhibition landscape, proven strategies for maximizing engagement on the show floor and key findings from CEIR’s latest research along with their practical implications.

In analyzing Q4 2024’s economic data, what is the most significant trend that emerged in the B2B exhibition space, and how might this impact event organizers in the coming year?

Adam: The exhibition industry finished off the year strong: The CEIR Total Index hit its highest mark in more than five years. The recovery in exhibitor participation and real revenues drove fourth quarter performance, registering just 0.1% and 1.1% below 2019 values. At a time of uncertainty, the strength of those two metrics and the strong performance of exhibition space (as measured by NSF) throughout 2024 points to a resilient industry. It’s both encouraging and a little surprising to see these measures strengthening even as attendance remains more than 10% below pre-pandemic levels.

You will explore both positive and negative economic factors. Could you give us a preview of one significant challenge and one promising opportunity that you will be discussing in more detail?

Adam: Lagging attendance continues to be a challenge. The attendance index registered 12.9% below 2019 in Q4 and 10.2% behind pre-pandemic levels for all of 2024. Economic policy poses potential headwinds for the U.S. exhibition industry as tariffs would be inflationary and cut down on international trade. This would lead directly to lower corporate profits and higher travel costs.

On the positive side, consumer spending is expected to remain the main growth driver in 2025, buoyed by a sturdy job market, rising wages and rising household wealth.

You will be discussing best practices for show floor engagement. What is the most common mistake exhibition organizers are making when trying to facilitate meaningful connections between attendees and exhibitors?

Nancy: The biggest mistake is not having enough show services or engagement options on the show floor that will support exhibitor overall goals for exhibiting. CEIR research reflects that 96% of exhibitors report attendee engagement tactics aim to influence their overall goals for exhibiting, whether it is to generate leads, achieve branding objectives or something else.

A majority of exhibitors that aim to achieve specific performance metrics say their attendee engagement tactics are highly effective in influencing them. For example, those aiming to hit a target for generating qualified leads or media impressions rate attendee engagement as highly effective in helping influence a successful outcome. Consultative selling and/or helping exhibitors invest appropriately to achieve their overall goals for exhibiting is key.

Based on CEIR’s findings from its most recent organizer benchmarking study, what is one counterintuitive finding that challenged your previous assumptions about successful B2B exhibitions?

Nancy: At the time of this interview, this survey is still in the field. Therefore, any insights are preliminary. One discovery is that how organizers assess attendee and exhibitor sentiment and/or satisfaction with a participating is not necessarily based on capturing NPS (Net Promoter Scores). That sentiment metric is more popular and used by large trade shows.

ROI (return on investment) measurement remains a top priority for all stakeholders. What is one key metric from your research that suggests B2B exhibitions are becoming more valuable for companies?

Nancy: In my opinion, the word ‘ROI’ is overused, particularly when discussing value for investing as an exhibitor. ROO (Return on Objective) might be a more appropriate measure for assessing the outcome of exhibiting.

If an exhibitor is launching a new product or aiming to boost/reinforce brand awareness, the better measure is ROO. The ROI metric implying sales generation really depends on the sales cycle for a given product being promoted. An immediate discernment of whether sales revenue generation has been achieved is more likely to happen for shows that are showcasing/selling products immediately available for purchase, such as consumer goods shows or even in industrial manufacturing shows selling supplies to intermediary manufacturers, etc.

So, the answer isn’t that one measurement is top priority for all stakeholders. Instead, the metrics depend on what an exhibitor aims to achieve. CEIR’s latest engagement report series indicates that exhibitor engagement on the exhibition floor is highly effective in influencing a number of specific performance metrics to evaluate outcomes relating to ROI or ROO.

Click here to register for CEIR Webinar: B2B Exhibition Industry Update – Thriving Amidst Uncertainty and learn more about upcoming topics for IAEE’s webinars here.

The post CEIR Update on Economic Trends, Engagement Evolution and What’s Next for B2B Exhibitions appeared first on IAEE.

How can exhibition organizers effectively measure and reduce their environmental impact? As one of the industry pioneers in environmental responsibility, GreenTech Amsterdam recently completed a comprehensive carbon footprint assessment and implemented strategic measures to minimize their ecological impact.

In the upcoming IAEE webinar, A Sustainable Future: GreenTech Amsterdam’s Journey Towards Environmental Responsibility on 12 March, the organization’s Hanna Rentmeester, CSR Manager, RAI Amsterdam Markets and Kim Schotborgh, Senior Exhibition Manager of Horticulture, Green Tech Global, RAI Amsterdam will share the methodologies, challenges and successes behind its sustainability initiatives as well as its groundbreaking journey toward sustainable event management.

Here, Hanna and Kim delve the strategies, challenges and successes that shaped GreenTech Amsterdam’s sustainability transformation. They also share practical insights for industry professionals looking to enhance their own environmental practices.

Your carbon footprint assessment revealed interesting insights. Could you share what aspect of exhibition operations generated the most surprising carbon impact, and how did this discovery reshape your sustainability strategy?

Hanna: The most surprising discovery from our carbon footprint assessment was the significant impact of catering, especially when it comes to traditional foods like Bitterballen. While transportation remains the largest contributor to our overall emissions, food-related emissions are often overlooked. For instance, traditional beef Bitterballen have a considerable carbon footprint due to beef production, which generates up to 27 kg of CO₂ per kilogram of meat. The frying and freezing processes further contribute to emissions.

This insight led us to reconsider our food offerings. By choosing plant-based alternatives, such as grains, legumes, vegetables and fruits, we drastically reduce our emissions. Studies show that plant-based diets can reduce food-related emissions by 50-70%. Moving towards more sustainable catering not only lowers our ecological footprint but also aligns with the growing demand for more conscious and environmentally friendly options at events.

GreenTech Amsterdam has implemented several innovative approaches to sustainability. Could you give us a preview of a method that proved particularly successful in reducing environmental impact?

Hanna: At GreenTech Amsterdam, one of the innovative methods that significantly reduced environmental impact was the reduction of carpet use during the exhibition. Traditionally, large-scale events often rely heavily on carpets for aesthetics and comfort, which contributes to significant waste after each event. GreenTech tackled this issue by choosing more sustainable alternatives, such as not fully carpeting the aisles and exploring the possibility of using carpets made from post-consumer textiles via I-DID.

When balancing the high-energy demands of large-scale exhibitions with sustainability goals, what are the most challenging trade-offs you encounter and how do you navigate them?

Kim: One of the most challenging trade-offs is, of course, traveling to and from an event. Let’s address the elephant in the room: flying is bad for the environment. Yet having said that, to navigate this challenge, we focus on maximizing travel efficiency and implementing sustainable transport solutions. Studies show that trade fair visitors conduct an average of 13.1 business contacts per day, with over one-third of these meetings eliminating the need for additional trips, averaging 17.6 business contacts per day and avoiding 7.7 extra trips, compared to 12.3 contacts and 4.7 avoided trips for car travelers. This demonstrates how well-planned trade fair visits can reduce overall travel needs and associated emissions.

In addition to optimizing travel, we also promote the use of public transport as a sustainable alternative. For many exhibitors and visitors, using public transportation to get to and from the event is a highly efficient and eco-friendly option. By taking public transport, you reduce the carbon footprint of the event even more.

Furthermore, we integrate ride-sharing solutions like Slinger Carpool, which allows attendees to carpool. The carpool platform integrates with event websites, making it easy for participants to find or offer rides.

By combining efficient travel planning, public transport promotion, carpooling initiatives and other sustainable event practices, we work to balance the high-energy demands of exhibitions with ambitious sustainability goals. This ensures that global collaboration can continue while reducing the environmental footprint of these essential gatherings.

Your team has been working closely with exhibitors to promote sustainable practices. Can you share a specific success story where an exhibitor transformed its booth design or operations based on your guidance?

Hanna: Our team has been working closely with exhibitors to promote sustainable practices, and a key solution we often recommend is modular stand construction. For stands of 30 m² or smaller, this approach is not only flexible, efficient and professional, but it also significantly prioritizes sustainability. Modular stands reduce the CO₂ footprint by over 45%. They cut logistics movements by more than 50%, which is a big improvement for our neighbors. All this is making the entire process more efficient and environmentally friendly. Moreover, stand elements can be reused across multiple events, and materials that can no longer be repurposed are responsibly recycled. By working with trusted local partners, we ensure that exhibitors receive effective and sustainable solutions.

Kim: One specific success story comes from the Better Stands program, which encourages exhibitors to use reusable and recyclable materials to further reduce their environmental impact. Through this program, an exhibitor assessed its current booth design and made the decision to replace its traditional disposable stand with a reusable structure made from recycled materials. This shift led to an 80% reduction in waste and significant long-term cost savings. As a result of its commitment to sustainability, the exhibitor earned Gold Better Stands status, which not only enhanced its reputation among visitors but also set them apart in a competitive industry.

By integrating modular stand design with sustainability-focused programs like Better Stands, we help exhibitors create high-quality presentations that align with environmental goals. This success story reflects how modular solutions, combined with sustainable practices, are transforming the exhibition industry for a greener future.

Looking at the broader exhibition industry, what do you believe are the most common misconceptions about implementing sustainable practices, and how has GreenTech Amsterdam’s experience challenged these assumptions?

Hanna: In the exhibition industry, sustainability is often seen as an added cost or a complex challenge. However, GreenTech’s experience demonstrates that integrating sustainable practices can lead to both cost savings and increased efficiency. For instance, using reusable materials and sustainable booth designs not only reduces waste but also lowers production and disposal costs. By making smarter material choices, exhibitors can create high-quality stands while minimizing expenses.

Additionally, sustainability initiatives are often perceived as easier to implement in smaller events, while large-scale exhibitions might face logistical challenges. GreenTech has proven that scalable solutions are possible across events of all sizes. Measures such as plant-based catering to lower the event’s foodprint and encouraging low-impact transportation options help make sustainability a practical and achievable goal, even for large exhibitions. By taking a strategic approach, GreenTech continues to show that sustainable practices can be seamlessly integrated into the industry without adding unnecessary complexity.

Many exhibition organizers might feel overwhelmed by the prospect of comprehensive sustainability initiatives. Based on your experience, what would you say is the most impactful first step an organization can take toward reducing its environmental footprint?

Kim: If you feel overwhelmed by the prospect of comprehensive sustainability initiatives, start with looking around, using common sense and seeing what’s happening. Everything that ‘just’ gets thrown away, or only used one time, is not so sustainable. And start somewhere. In doing that, you will experience what works and what doesn’t work. Don’t take ‘no’ for an answer and look into the mutual values to create support. Change doesn’t come from writing new policies of ruling, but by trying, failing and trying again.

Another impactful step could be to conduct a comprehensive environmental footprint analysis of the event. This analysis is essential as it provides detailed insights into various aspects of the event’s environmental impact, such as energy consumption, waste generation, carbon emissions from transportation and materials sourcing. By analyzing these areas, organizers can gain a better understanding of which activities and processes contribute most to their carbon footprint. For example, it might reveal that the largest portion of emissions comes from attendee travel, or that a significant amount of waste is generated from disposable materials used during setup and breakdown.

Hanna: Armed with this data, organizers can identify the specific areas where the most substantial reductions can be made. For instance, if transportation is a major contributor, efforts can be focused on promoting carpooling, public transport options, or even encouraging virtual attendance to reduce travel-related emissions.

Click here to register for A Sustainable Future: GreenTech Amsterdam’s Journey Towards Environmental Responsibility and learn more about upcoming topics for IAEE’s webinars here.

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