Planners learn to put money where it matters as ROI takes priority. Photo Credit: iStock/Cagkan
With organisers under increasing pressure to justify event spend while maintaining experience quality, there is little tolerance for excessive spending that does not accomplish business objectives.
Catherine Chaulet, president and CEO at Global DMC, says a new mindset shift taking hold – with the focus shifting from “what can we afford?” to “what actually drives ROI?”
This is prompting event professionals to become more confident in stripping out elements that add complexity without delivering measurable impact.
Remove the frills
“Overproduction, excessive custom builds and decorative features that do not enhance engagement are being reassessed,” says Atika Rosli, managing director at Beyond Events, adding that modular and reusable assets are replacing single-use items.
From stage entertainment to lived experiences
High-cost headline acts are giving way to more immersive, destination-led experiences that are often more meaningful and far more cost-effective, Chaulet said.
Rosli describes entertainment spend as becoming more “intentional”, with a shift towards interactive, experience-led formats that encourage participation and connection without disproportionate cost.
Education: all about relevance
When it comes to content, passive, one-way delivery, overly complex agendas and elements included out of habit rather than impact are increasingly being cut. Programmes are becoming more streamlined, with fewer sessions and clearer intent, as relevance takes priority over volume.
Small SWAG
Branded giveaways are also under review. Rather than eliminating them altogether, organisers are moving away from bulk distribution towards fewer, more purposeful items with real utility and longevity.
She notes that optimisation is happening across pre-event logistics, ancillary programming and production complexity.
Plan better: go upstream
“Planners are consolidating vendor relationships and leaning harder on destination expertise to avoid costly missteps,” she says. “What’s changed in 2026 is that planners are coming to the table earlier, engaging DMCs in the design phase rather than the execution phase – and that upstream involvement is saving significant budget downstream.”
Beyond engaging DMCs for risk-managed planning, Rosli said engagement of sponsors and partners is also happening earlier to better co-create value.
Budget strongholds, reimagined
While some elements are being scaled back, others are being protected – or reimagined. Venues, for instance, are rarely where planners choose to cut, as the wrong choice can have costly ripple effects, Chaulet points out.
Still, planners are now trying to get more value out of venues, such as by taking an integrated approach to use of space, according to Rosli.
“Spaces and sessions are increasingly multi-purpose, combining content, networking and brand storytelling,” says Rosli.
F&B is also holding its ground, though in a different form. Instead of elaborate multi-course banquets, planners are favouring more curated, intentional food moments.