Dollars just don’t stretch like they used to.
That’s a conundrum planners confront daily as they combat inflation, sellers’ markets and rising attendee expectations. Profitability is a two-part equation consisting of cutting costs and boosting revenues, but just because it’s simple doesn’t mean it will be easy. Planners may wonder how to balance stagnant budgets with rising costs, what line items they can rework, and which add-ons will give them more margin.
Here’s what three event experts had to say about profitability in 2026.
Maximize Relationships
The relationships planners form within the events industry can end up making or breaking their budgets.
In 2026, some vendors are enjoying a surge of demand — and, with that, they’re charging extra for everything from in-house A/V to notepads and pens. The best way to avoid these unnecessary fees is to carefully review contracts and ask questions, according to Robyn Davis, owner and director of events at RCD Events Worldwide and former president of SITE Southeast.
“A lot of hotels really like it when an inexperienced planner comes in or an admin that’s planning because they might not know to ask certain questions,” she said.
Reviewing contracts carefully can help planners avoid unnecessary costs. They can build in conditions like fixed pricing and the flexibility to use outside vendors that can help them reduce prices later or maintain lower prices for recurring events. They should also ask if other vendors can do the same job for less or will bundle their services.
“Don’t take that first price offering,” said Kim Cooper, senior event manager at EP Events. “See if there’s something that they can bundle or get competitive quotes and compare. If somebody comes back with way lower prices than another vendor, and you would have just gone with that first person, that’s just setting yourself up for profit loss.”
Ultimately, forming strong relationships within the events industry is a great way to avoid incurring extra costs because those connections can add a layer of flexibility. For instance, a vendor who has a great relationship with a planner may be more likely to cut them a break for a rapidly changing head count or an additional need that comes up.
“Partnership is really important when it comes to financial flexibility and making sure that you’ve built that relationship with your vendors first,” said Julianne Read, founder and speaker at E + E Fundraising & Events.
Sometimes planners forget the easiest method for securing a discount: simply asking. This is made easier with strong relationships.
“You want everything into your contract, and if you don’t ask, you don’t get,” Davis said. “So don’t be afraid to ask.”
What to Rethink
There are many aspects of meetings where planners may be overspending out of habit rather than necessity. Examining these line items with fresh eyes can cut costs and keep events on budget.
Sometimes an event’s location can’t change. But if the location is flexible, it’s worthwhile to consider smaller, more walkable host cities to cut costs. In addition to offering more competitive pricing, walkable districts cut down on group transportation costs.
“Companies should not discount using those second-tier cities because there is a huge discount in that,” Davis said. “There are some fabulous cities with fabulous experiences, and you get a whole lot more bang for your buck, versus high-demand cities who know they’re in demand and charge a premium.”
Another line item to look at is food and beverage. While it’s important to keep attendees fed and happy, it’s okay to get creative.
“What event planners are looking for are ways to get a better, more authentic experience at a lower price,” Read said. When it comes to making choices on food and beverage, “rather than doing a full meal, we might do more of a cocktail hour-styled check in or evening approach.”
Opting for small plates at a reception-style event will cost less than a traditional banquet. If a sit-down dinner is a must, family-style meals offer cost savings. Food trucks and local vendors are also a great option.
If it’s a recurring event, planners can look at past data about attendance at mealtimes and other social events where food is offered. If 70% of their attendees missed breakfast last year, opting for a continental breakfast rather than a full buffet could be smart.
Swag is another item worth rethinking.
“A lot of people spend a lot of money on swag, but a lot of this stuff gets left in their hotel rooms,” Cooper said. “If it’s a hotel you work with a lot, you can ask housekeeping to go in and see if any swag items were left in the room, and that’s a data point you can take back to your client.”
In the initial planning stages, it’s important for planners to examine the purpose for their event and let that guide their budget. For example, if the event’s primary objective is to reward employees and incentivize them to continue to perform well, cutting the experience and the entertainment is not the way to go, but the location might be flexible.
Add-Ons to Boost Profits
Adding revenue streams to events can be a great way to pad the budget — it just requires a little extra creativity.
One way to boost revenue is to make certain experiences optional and charge for add-ons.
“If there’s an added outside experience or an elevated version of that experience, we have done add-ons for that,” Read said. “If there’s an event at a ranch, and they’re doing basic horseback riding, attendees can do that, but for a VIP experience we charge more for, they can do a chuckwagon meal.”
This method also allows attendees to customize their experience at events. Tiered ticketing systems with everything from VIP options to early-bird discounts can be used to either add income or improve cash flow at the beginning of an event.
“If profitability isn’t planned on day one, it’s going to be rarely achieved on day 100,” Cooper said. “So looking at tiered ticketing, upsells, VIP workshops — if it’s a popular brand, selling merch could also be an upsell as an alternative to free swag.”
Another potential revenue stream involves being savvy with digital or hybrid event components. These are already a good idea to capture additional revenue from prospective attendees who might like to attend in person but can’t due to scheduling or travel conflicts. Digital presentations or workshops can also be sold at any time after the event. These assets can even be used to add value to sponsorships.
“If you’re looking at making a hybrid event, and you want to extend some visibility, you could offer 15-second advertisement videos before every digital recorded session that’s being sold post-event so that they’re still getting that visibility even after your event,” Cooper said. “Sponsors want engagement; they don’t just want signage and visibility anymore. They really need to see that ROI.”
In addition to vendor partners, connecting with a CVB can get planners rebates or discounts that add up to considerable savings.
“You should always reach out to the DMO or the CVB because they often have perks or rebates that they can provide to your company, and it costs you nothing,” Davis said. “So I’ve gotten things like $4 per person that they’ll give you to put back into your program.”
