A HOW-TO GUIDE by Meeting Professionals International

The Keys toCreating, Curating
and Cultivating
Strong Partner
Relationships
Author: Elaine Pofeldt, independent journalist and speaker who
specializes in careers and entrepreneurship

MEETING ORGANIZERS AND DESIGNERS

work with vendors and suppliers all the time. In a best-casescenario, these relationships help both parties shine and dotheir work better, but as with any relationship, challenges cropup, misunderstandings happen and surprises leave event teams
scrambling.
In a survey of meeting professionals and hotel sales representatives published by the Incentive Research Foundation in2017, both sides said they viewed their relationships with theother as collaborative or supportive but, depending on the role
hotel representatives played, the percentage of planners who
rated the relationship as one of trust or true friendship was just
11% to 22%.
When Joan Eisenstodt, principal of Eisenstodt Associates
in Washington, D.C., recently helped a corporate client train its
meeting staff on how to negotiate, she arranged a hat decorating exercise. Afterward, the planners returned to their offices
with the caps to decorate their desks as a reminder to put on
their business “hats”— and think about events from all perspectives—including that of the partners across the table.

Strong Partner Relationships | Page 1

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“We have to understand the value ofbusiness from both sides and put asidesome of the issues that are only for us,”says Eisenstodt, whose firm specializes inmeeting consulting, facilitation and training.
Fortunately, it is possible for meeting
professionals to optimize these relationships by utilizing the expertise and visionof their vendors to improve the experiences of attendees and drive business for theircompanies or organizations. This white
paper presents the right questions to ask
to create positive results with vendors andshow you how to improve your meetings
by making the most of partner relationships.
By applying the time-tested strategies of their peers, vendors and industry

experts, meeting professionals will be able
to design effective and business-driven
events and create partnerships, rather
than transactional sales relationships. As
Tammy Bradley, CMP, senior account executive at AV-Canada in Mississauga, Ontario,
and MPI Toronto Chapter president, puts
it, “It is important to work closely with allparties involved with an event to become
one unified team.”
Getting Off to a Strong Start
Great partner relationships start long
before any contracts have been signed. For
planners, assessing the fit of any vendors
they will be working with is critical. A
vendor who might be great for one meeting

may not be ideal for another. “My feeling is great relationships start with allsides asking a lot of questions,” says Gary
Schirmacher, CMP, senior vice president ofindustry presence and strategic development at Experient.
If an event will be held at a hotel, those
first questions should often go to thevenue. It’s essential for meeting planners
to inquire if the property has a “preferredvendors” list that covers audiovisual companies, caterers, visual branding experts
and other regularly used providers thatknow the hospitality company’s requirements well.
“Try to leverage hoteliers,” advises
Jayson Haynes, managing director of hospitality & convention operations at FedEx
Office. “They have seen a lot within their

Great partner
relationships
start long before
any contracts
have beensigned. Assessing
the fit of any
vendors they will
be working with iscritical.

venues and careers. Let them guide you tothe very best vendors in this space. Reallytry to leverage their site-specific expertiseand experience.”
Although planners may have favorite
vendors, there could be financial disincentives for using those who have not yet beenvetted by the hotel’s internal team. Some
hotels have awarded exclusive contracts
to preferred outside vendors, particularly
in audiovisual, and these companies may
know the hotel and venue better thanother suppliers. On the other hand, yourpreferred partner may know your groupand organization better.
To get great referrals from a hotel, it isimportant to ask detailed questions. When
Lynn Pryor, CMP, the Atlanta-based director
of conference services at Integress, a fullservice meeting and event resource company, reaches out to hotels about vendor
selection for the meetings she plans, which
are often in the scientific space, she asks
the following questions of the hotel.
• Who are your preferred vendors?
• How do you think they can handle ourprogram?
• What is the potential for them to help
us minimize risk?
• Do you have vendors whose sustainability efforts we’ll be able to highlight?
No matter what the route to connecting
to a vendor, it is important to assess apartner’s capacity for tackling the event athand. A vendor who is ideal for one typeof event may not be the right choice for adifferent one. “Looking for those partners
who have the scale, capabilities and experience to accomplish the goals of the meetingis important,” Haynes says.
Haynes recommends that planners ask
themselves some key questions regarding
potential vendors.
• Does the partner have the scale andexperience to deal with and successfully accomplish the goals of the event– whether large or small?
• Does the partner have the resources toaccomplish what is required for thatparticular event—and a track record of
doing so?
• Does the partner have experience at theproperty you are considering?
“That experience onsite is really important,” Haynes explains. “Do they have theknowledge of how to work in that property
to optimize the investments that meeting
planner is making?”
But the hotel should not be the only
source of information on a vendor. “Speakdirectly to the partner,” Haynes recommends. “The partner, if they are local or
have a location inside the event venue, will
be able to give you all kinds of insight asStrong Partner Relationships | Page 3

to how to work best within the property.
They can also advise how to work best withthe venue’s leadership team and will knowwhat is acceptable to that team. There is a
lot you can learn from communicating withand asking great questions of a knowledgeable vendor.”
Pryor, at Integress, often asks vendors
the following questions:• Here are our goals and objectives. What
feedback can you share?
• How can you help in marketing theevent? Can we pull together some
integrated marketing strategies, such as
web links?
• What services do you offer meeting
planners that are unique to your city?
• What are some of the special eventsin your city? How do you enhance theattendee experience?
• What are some ideas you would recommend as cost-saving measures for yourcity? How can I save money, so I am notover my budget?
• Can you provide some visual examplesof past events I can show my clients?
“The most important thing in working withyour vendors to get the most out of themis to make sure it is a win-win relationship for both, so they truly feel there isa partnership there,” Pryor says. “In thisbusiness, word of mouth is important. You
want to make sure everyone walks awayfeeling good.”
Meeting organizers and designers
should also be prepared to answer questions from vendors. The best ones will havetheir own lists.
Asked what distinguishes the meeting
professionals who are easiest to work with,
Bradley says, “They provide me with all of
the information up front. I’d rather havetoo much information than not enough. I
may not need to know if you are serving
chicken or beef at your event, but if I know
the theme and messaging of an event I canuse audiovisuals to amplify that message.”
The biggest mistake meeting professionals can make in working with vendors
is not sharing their budget, says Bradley.
“In a 50’ x 70’ room, I have done events
where the AV cost $5,000, and I have done
events where the AV cost $200,000—in thesame space,” Bradley says. “Just asking for
projection and sound doesn’t provide mewith enough direction to design the AV in
the room. If the meeting organizer states
their budget up front, it provides me with arealistic view of their expectations.”
Taking the Long View in Negotiations
A successful relationship between a meeting planner and partners flows from acontract that is fair to both parties. A goodfirst step is making sure everyone under-

TOP 5 WAYS TO PARTNER SUCCESSFULLY
1. Make sure the vendor is a good fit for your event.
2. Negotiate with an eye on building a long-term
relationship.
3. Set clear expectations for the project—and trackprogress.
4. Prioritize open communication.
5. Enlist your supplier as a partner and consultant.
standing what the contract means.
“A lot of times, the people making thedecisions don’t realize they aren’t comparing apples to apples,” says Tyra Hilliard,
CMP, an attorney based in St. Simons Island, Ga., who is also an assistant professorof hospitality and tourism management at
the College of Coastal Georgia. “Sometimes
it takes having someone you trust explain
exactly what’s included—what additional
fees there are, what additional equipment
they might need, if there are delivery feesor gas surcharges like there have been in
the past. That’s the tricky thing about trying to make decisions just on bids, just on
proposals, just on dollars and cents. Numbers lie. In a vacuum, they can’t be trusted.”
Eisenstodt finds herself gravitating topartners who will, if she doesn’t understand a clause in a contract, research theanswer for her. “They would say, ‘I don’t really understand it, either. Let me find out—
as opposed to saying, ‘It is our policy,’” shesays. “That’s not a good answer.”
Eisenstodt recommends that meeting
professionals take improvisation classes
to become better at the type of on-the-fly
conversations that need to take place incontract negotiations. “It’s understanding how to really listen to someone that
improv teaches you,” she says.
Both sides also need to mindful of thelong-term implications of decisions madein a particular contract, Eisenstodt says.
“There are planners who still expect a
lot of personal perks from suppliers, andsuppliers that think they need to provide
them without thinking about the long-term
implications of doing so,” says Eisenstodt.
“The more I get this time as a planner, themore I am going to expect the next time,
whether it is for me personally or for theclient. I don’t think we are being smart
about how we do business or how we lookat relationships.”
However, when both parties do strive
for fairness and take the long view, planners say, things tend to fall into place.
“No matter what it is you’re looking
for, if you find the right supplier, as longas it’s a balanced agreement and there
is integrity behind it, it’s usually a good
match,” says Kelly-Stewart. “You matchthe right supplier with the right customer
and, if they are honest about what they
can deliver and there is integrity there, it
usually works out.”
Many organizers find that their efforts
to negotiate fair contracts that work forboth sides pay great dividends. Linda
Nelson, CMP, president and CEO of To Plan
Ahead LLC in Asheville, N.C., has foundthat her consistency in negotiating withvendors in a way that keeps both parties
happy has been a steady source of referrals from existing clients.
“I really do look for a win-win,” shesays. “I know that’s a cheesy thing to say,but I do make an effort to understand theclient’s needs, the vendor’s needs and myneeds. I put it all together and really docome out with a good negotiated contractthat helps everyone. Over the last few
years I have gotten referrals. They say,
‘I hear you are awesome at negotiating.
That’s something very sensitive to us.’”
One area that is ongoing and not easy
to resolve is commission cuts. Earlier
this year, Hilton Worldwide and MarriottInternational moved to cut commission
for group bookings from 10 to 7%. “There
are third-party, commissionable individuals who are saying they will not book withcertain hotels companies that lowered
the commission from 10% to 7%,” says
Eisenstodt. “They are going around hotel
sales people and straight to the owners,[saying] since we can’t get the additional
3%, here are the perks you have to giveme.”
Eisenstodt believes the only answer tothis situation is opening up more discussions about it. “The industry is setting up
barriers and not having the conversations
about ‘How do we come to terms withwhat is good business—what is good,
ethical business?’” she says. “How do weensure that we can provide information
and request information so that we can,in fact, develop a relationship that’s going

Strong Partner Relationships | Page 4

to result in both a healthy bottom line forboth parties and healthy outcomes forpeople that are participating in the meeting. I don’t think we are looking at it thatway. We’re being purely transactional.”

Bringing Clarity to Collaboration
It is easier for vendors and other partners
to meet the expectations of a meetingorganizer if goals and objectives are crystal
clear. Meeting professionals who are adept
at communicating their expectations, in
RFPs, contracts and ongoing conversations,have an advantage when it comes to making the most of relationships with vendors.
Schirmacher recommends that anyone
who has an agreement with a vendor or
partner creates a statement of work thatclearly outlines what each party is responsible for. He also advises that planners
create an event “org chart” to help vendors
understand who, in the chain of command,can make certain decisions or provide
specific information. “There are some key
things you have to understand, like what
the escalation process is,” he says.
Once working with a vendor, Schirmacher uses a scorecard system, setting key
performance indicators (KPIs) for vendorsthat show them what success looks like,everywhere from the RFP process throughplanning, execution and post-event conversations. “It’s really saying, ‘What are
my metrics that a partner has to deliver?’”
Schirmacher says. Knowing those metrics
makes it clear to vendors how they canknock it out of the park.
The scorecarding includes both concrete deliverables and core elements ofthe company’s relationship with vendors,
Schirmacher says. “What drives most ofthese services is there are people involved,”
Schirmacher says.
When it comes to the “people” side ofthe equation, an assessment of a vendor
might look at whether it has a culture thatmeshes well with both Experient’s andthe client’s. A vendor’s size and technicalcapabilities might be considered relevantto the success of the relationship on thescorecard.
Schirmacher also looks at the partner’scommunication skills and how often communication takes place with his team.
This goes beyond communication
between the planner and vendor, at times.
For vendors that subcontract, Experient’s
team might also look at how successfully
the subcontractor works with the vendor.
“Do they get along? Do they even talk?”
Schirmacher asks.
Many meeting planners recognize thatthey play a role in creating the type ofcommunication with vendors that makes
events successful. Anticipating situations
where a relationship might stray is impor-tant.
“I think one of the common things,
especially when you first start with thevendor, is scope creep,” says Schirmacher.
“All of a sudden the vendor might be working a lot more hours than they thought they
were going to have to.”To prevent frustration, it is importantto put “triggers” into an agreement aroundfactors such as hours worked, Schirmachersays. “Let’s say our ceiling is 200 hours,” hesays. “At 150 hours we might have a trigger
that we have a discussion.” That discussion includes questions. Why is the partner
tracking a higher number of hours than
anticipated? What tasks are taking moretime than others? What is the solution?
It is also important to initiative conversations about any roadblocks that may
be preventing information from flowing

It is easier forvendors andother partners
to meet the
expectationsof a meetingorganizer if goals
and objectives
are crystal clear.

the way it should, Schirmacher finds.
“There may be people who are critical thataren’t allowing themselves to be engaged,”
Schirmacher says. “An example of thatmight be the client’s IT department and its
engagement with the registration vendor.”
Setting a tone for open discussions
without “one party thinking they might get
fired or the other party thinking they might
get asked for more money” is also essential, Schirmacher says. While the beauty oflive events is the surprises they come with,those unexpected elements should be goodthings and not a mic or LCD projector that
does not work, Schirmacher says.
A climate of openness led to positive
results when independent meeting andevent planner Darlene Kelly-Stewart, basedin Ottawa, Canada, helped a client plan ahelicopter association conference recently.

When the client realized that it would
be easier to manage the event if both theregistration technology and the technology
used to manage the group’s room block
were connected, it initially appeared thatlinking them might be challenging, given
the technologies were from two different
brands.
However, the two vendors quickly
teamed up and found a way to connect the
programs. “It was really a collaboration,”
Kelly-Stewart says. “They used this conference and my client as a test case to see if it
could work. It ended up being very simple
for them to do.”Strong Partner Relationships | Page 5

Optimizing Relationships
As founder and president of Sweetwater,a supplier of professional audio musicalequipment for events and concerts, Chuck
Surack often gets last-minute orders. “Weship later than anyone else in the country,”
he says. “They can call us at 7 p.m. tonight
and we’ll have it in Los Angeles at 7 a.m.
tomorrow.”
The company’s location in Ft. Wayne,
Indiana, helps with that but so does “themagic of FedEx, UPS and counter-to-counter airlines,” Surack says. And if the purchaser has trouble using the equipment,
he’s ready and able to deploy a memberof his large technical support team to thelocation to help.
Great results like this flow from a deep
commitment to making sure the event is
successful. “It’s all about communication,”
Surack says. “We absolutely make sure weare communicating with all of the people
involved—the purchasing people who areordering it, the people in the warehouse
who are receiving it and the IT and technical people who are installing it. We’re there

president of client solutions at Freeman.
“Open, honest communication has been
the best tool in keeping the relationshipon track for the long term,” Walker says.
“If my customer doesn’t have the budget,my vendor/partner needs to know and wework together to find a better solution. If
my vendor/partner has challenges meeting my needs or if I, as a vendor/partner,
have a challenge meeting my customer’s
needs, we need to be honest and upfront incommunicating that and commit to find asolution that works for all parties. It’s the
only way that a long-term relationship canultimately spell success for everyone.”
Trust is an important component of therelationship, says Walker. “If there isn’t atrust that my goals are just as important as
the vendor’s goals, it isn’t going to work,”
he says. “The reverse works as well. If I
understand the challenges of the vendor
and why things cost what they cost, I’mmuch more inclined to go to bat for thatvendor knowing that he or she has my bestinterests at heart and will protect my eventand my budget from surprises.”
The earlier the communication, the betterthe relationship on bothsides, says FedEx Office’s Haynes.
“Collaboration andinformation-sharing
from the outset allows
vendors to plan, source
and allocate resources
appropriately, thereby
better ensuring successand reducing costs
for both parties” says
Haynes. “As an example,
many events we’ve supported involve awards
shows at the end. Whenthe meeting planner lets
us know that up front,
we’re able to ensure
we have the appropriate labor and supplies
on hand to package theawards and ship themhome for the attendees.”
Of course, it helps toselect the right vendor
in the first place. Walker
finds communication
is easiest with vendors who are looking tobuild long-term relationships.
“When a vendor only looks at the single
project … or only focuses on the ‘deal’ inplay, that can be a real turnoff for futurebusiness and push the needle toward shopping the deal in the future,” Walker says.
“Undisclosed surprises from a vendor canmake what could be a good, long-term relationship turn into to a ‘one-off’ relation-

Collaboration and informationsharing from the outset allows
vendors to plan, source and allocate
resources appropriately, thereby
better ensuring success andreducing costs for both parties
to follow up and make sure everythingis working. We have a company of 100
employees who make sure installations aredone correctly. It’s about owning it fromstart to finish to make sure everything iscorrect.”
Meeting planners have many opportunities to open the door to the type ofcommunication that helps an event succeed, according to Bob Walker, senior viceship that ensures that the vendor will not be
considered again.”
The vendor’s goal should be winning
short-term business, he says. “If I can’t makeit work, I should commit to finding someone
who can, servicing the customer as a friend,
even if I lose the short-term business,”
Walker says. “My goal should be to develop
a customer for life, not just to win a deal.”
Strong vendors will know when to readbetween the lines. For instance, when ameeting organizer cites a limited budget fora particular aspect of an event, it may mean
the organizer does not understand the valueof particular products and services, notes
FedEx Office’s Haynes. In those instances,a vendor’s firm understanding of its coreproducts and services can help extend small
budgets and meet or exceed expectations.
For one recent event, a host hotel invited
FedEx Office’s team to a site visit specificallyto help a client with a tight budget understand its options for branding its event.
The hotel’s initial request was for FedEx
Office to place basic foamcore posters on
easels outside ballrooms. “The customer
expressed concern, that attendees not wastetime, shuffling aimlessly seeking specificseminars,” Haynes says. “Acting as a consultant, rather than an order taker, FedEx
Office suggested double-sided meterboards.
Meterboards are much taller, can display far
more information, and their double-sided
design means they can be strategicallyplaced throughout the foyer, increasing visibility for improved traffic flow and reduced
congestion during meeting transitions.”
The customer also wished to placesponsor logos on several podiums. “Thechallenge was visibility, due to their slender,
tapered shape in large ballrooms,” recalls
Haynes. “FedEx Office suggested podium
fascia with three, large foam panels. We
explained this would not only increase visibility but could also command more sponsor revenue. The customer agreed to move
forward with the custom podium fascia/
panels, several meterboards and event printcollateral. As a result, the customer waspleased and the hotel now better understands the capabilities of FedEx Office as avalued partner in the preplanning process.”

Changing from Vendor to Consultant
In best-case scenarios, a vendor plays a strategic, consultative role to a meeting planner,
not simply taking orders but offering insighton how to run an event better.
Schirmacher actively looks for vendors
who suggest new ways to get involved by offering valuable services his company could
utilize or opportunities to learn about new
ways to design and conduct events. “Whatkind of learning opportunities are there?”
he asks himself. “What ability do I have to
see the latest thing they are doing?”
Strong Partner Relationships | Page 6

Tasked with quoting flyers for a comicbook company that was exhibiting at the2017 Comic Con, FedEx Office noticed theflyer mentioned a special event to be held
at a high-profile nightclub a few blocks
from the venue, Haynes recalls. FedEx
Office researched the nightclub and realized it was an ideal venue for branding.
They pitched the idea to the client andintroduced them to some of the branding
products the company offers, including
large colorful wall graphics. “Once we
explained the benefits of branding at thisvenue, they agreed to move forward,”
he says. Haynes leveraged the creativity
and support of multiple departments
at FedEx Office to ensure the event was
successful. “It was truly a team effort,” hesays.
Event and branding efforts proved
successful. Even better, the nightclub,with which FedEx Office developed astrong relationship during the preplanning and branding installation, has sincecalled on FedEx Office to brand otherevents.
For more straightforward purchasesthat don’t require as much strategy, finding partners who are willing to customize

offerings, instead of rigidly adhering tocookie-cutter solutions, can make a planner’s job easier.
Kelly-Stewart has found that if she mentions a particular challenge she is trying
to solve, some vendors will rise to the occasion, while others won’t. In the food andbeverage area, for instance, she has foundthat many hotels will charge for a minimum of 20 staff and crew meals, even if, forinstance, she has nine team members, as
at a recent event. While some hotels won’t
adapt the charges, she recently found one
who, when she mentioned this issue, said,“That’s an excellent point,” and was wilingto customize.
Adaptation and flexibility give the hotel
an advantage in her book. “One solution
doesn’t fit all,” Kelly-Stewart says. “Theability to be flexible is very attractive.
Sometimes, instead of a straight line, youneed a wiggly one.”
She also looks out for those who reallylisten when she explains her needs andwho embrace the role of partner. For one
meal that’s coming up, she says, the hotel
has told her it will cost her extra to serve
it buffet style. “I really want it buffet-style,”
she says. “I have six people who aren’t go-

ing to be there when it’s plated.”
In cases like this, she says, she looks
for a partner who understands that priceis not always the most influential factor. “Ifthere is a cost to it, fine, then tell me thecost. Then, I can make a decision.”
Sometimes, it may take time to findpartners who are flexible in some industries, so meeting professionals need tobudget time for the hunt. The bottom line
for both meeting organizers and partners
is that they create symbiotic relationships,
and that neither can succeed in pulling off
an outstanding event without the other’scollaboration.
Fair contracts, clarity about goals anddeliverables, communication, a spirit offriendship and a consultative relationshipall contribute to the creation of memorable
events. By taking steps to avoid common
pitfalls that can derail a relationship, planners can build lifetime collaborations withtrusted partners, vendors and suppliersin every industry that are relevant to theirbusiness, that help both parties thrive andthat continue to deliver great results.
In the end, as Schirmacher puts it, “It’sall about the customer.”

Meeting Professionals International (MPI) is the largest meeting and event
industry association worldwide. Founded in 1972, the organization provides
innovative and relevant education, networking opportunities and businessexchanges, and acts as a prominent voice for the promotion and growthof the industry. MPI has a global community of 60,000 meeting and event
professionals including more than 17,000 engaged members and the PlanYour Meetings non-traditional meeting planner audience. It has more than 90
chapters and clubs in 24 countries.
For additional information, visit www.mpiweb.org.

Meeting Professionals International Headquarters
2711 LBJ Freeway, Suite 600
Dallas, TX 75234-2759
tel +1-972-702-3000
email: feedback@mpiweb.org

Strong Partner Relationships | Page 7