Art of Negotiating in Unpredictable Times

Negotiations are everywhere, both on the world stage and in our own industry, and the results are more important than ever. In a time marked by geopolitical tensions, fragile supply chains and economic uncertainty, the ability to negotiate effectively is not only a business skill, but also a tool of survival. In the conference and event industry, relationships are the basis of success, and negotiations develop far beyond interest rates and contracts. Now, it requires strategic thinking, empathy, flexibility, and a commitment to building trust and long-term value.

At Teneo Hospitality Group, we not only watch these transformations, but also interact directly with them. In a recent conversation with the Client Advisory Board, a leading group of experienced event professionals, we explore how today’s negotiations deal far beyond pricing. From navigating inflation and contingency planning to staying aligned around shared outcomes, dialogue has become more nuanced and collaborative. These insights, combined with my own experience, confirm that modern negotiations are about building resilient partnerships that can change anything.

Throughout my career, I have learned that the most successful negotiations in meetings and events are not defined by hardball strategies or strict bottom lines, which are built on transparency, clarity, creativity and partnerships. I’ve seen first-hand how the way of moving the camera from “win” to “solve” changes the whole dynamic. In one case, when the budget limits of the planner seem to be unable to move, we are heading towards the value-added bonds provided by the hotel – reducing the more meaningful impact without changing interest rates. During the chaos of the early pandemic, when contracts were overnight due to travel restrictions, it was our pre-negotiation flexibility, mutually acceptable solution discussions and opportunities, and trust-based relationships that allowed us to spin gracefully.

“The best negotiations are not deal-their transformationality. They build trust, solve problems, make both sides stronger and hope to build a lasting partnership.”

Here are some of the key principles I find crucial to have high-stakes dialogue in the conference and event industry.

5 in principle Have stronger negotiations

1. Understand your values ​​and goals

Planner: Be clear about your event goals, essentials and flexible locations. Is it a better term, increased offer or reduction speed?
supplier: Know what sets you apart and how to support the vision of the planner, not just a price that emphasizes service, collaboration, or exclusiveness.

2. Leadership collaboration, not confrontation

Planner: Use your request as a collaborative solution. “How do we do this within budget?” The door opens outweighs the demand.
supplier: If you can’t adjust your pricing, explore your content able Do – Hotel specific added values ​​such as VIP upgrades, Comp Wi-Fi or reducing or giving up fees can be a big walk.

Read more:Reality effect: How do you trigger collaboration and success

3. Utilize data and insights

Planner: Carry historical expenses, pickup and compensation studies to support your inquiry. Data provides leverage.
supplier: Share seasonal trends, comparable insights or historical booking patterns to explain rates and set expectations.

4. Value added to allies and out-of-the-box thinking

Planner: If the pricing is solid, get creative – with dining promises, the effect provided by longer room deadlines, the transparency of the “must-have” offer can make everything different. Representative companies like Teneo Hospitality Group can also be powerful allies – a convergence of them to help drive conversations forward and leverage deep relationships with key hotel partners to facilitate discussions with you and decision makers to unlock more flexibility or enhancements that may not be offered directly.
supplier: Provides enhanced features such as reward loyalty, VIP allowances, content that changes resort fees to suit group value, hotel-specific value add-ons or increased marketing exposure to meet planner needs without lowering rates.

5. Stay professional forever

Planner: Stay transparent and respectful. Let vendors know if you are exploring other options and provide key decision factors and realistic timelines.
supplier: When you make a promise, please provide your commitment. Professionalism, transparency and follow-up build trust and earn business. Stay in constant contact, because it is updated even if it is not updated.

Negotiations can unlock incredible opportunities, but they can also quickly go to the side if handled accidentally. Some of the most common pitfalls I find are due to being too aggressive, not listening completely, or making promises that cannot be realistically retained – everyone can quickly erode trust. When the conversation becomes confrontational or over-position, it is often indicated that the process needs to be reset. EQ and cultural awareness are not only kind, but also an important tool for reading rooms, building rapport and maintaining conversations. Avoiding these common mistakes is the first step towards meaningful, mutually beneficial outcomes and building a lasting partnership.

Read more: Master the event contract: Basic negotiation strategies for meeting planners in 2025

Traps to avoid in negotiations on meetings and events

1. Too aggressive or unrealistic

Planner: Promoting deep discounts or excessive concessions, such as possible multi-year commitments or transparency of business needs, including offers, can erode trust and harm long-term relationships without providing some returns.
supplier: In the buyer’s market, maintaining a company with rigid conditions can push planners to competitors that show more adaptability.

2. Can’t listen and understand

Planner: Pause and listen when vendors explain their limitations. Understanding their perspective can reveal opportunities for solutions that benefit both parties.
supplier: Avoid using responses of a certain size. Customize the unique goals, constraints, and planner preferences of each program.

3. Over-promotion and insufficient delivery

Planner: Don’t promise more to achieve. Overestimating rooms or other deliverables can result in financial risks and loss of reputation.
supplier: Resist the urge to overinspire. Be honest about availability, inclusions and service levels and aim to exceed expectations, not lack them.

4. Overlooking the exquisite prints

Planner: Read every clause – especially around fines, cancellations and minimum expenses. Negotiating these early stages will avoid expensive surprises later.
supplier: Make sure the contract reflects every agreed detail to reduce misunderstandings and protect relationships.

5.

Planners and suppliers: Negotiation is about the outcome, not the self. If the conversation gets tense, take a step back and readjust common goals. And remember–Don’t hide behind technology. Fast phone calls or face-to-face conversations can create rapport, resolve issues and increase negotiation speed and move negotiations forward more effectively than any email or text.

The final thought

Essentially, negotiations in the conference and event industry are a strategic dance that requires empathy and efficiency, and long-term success depends on trust, transparency and shared purpose. Whether you are a planner who advocates for your or your client’s needs or a provider that balances service and profitability, the most impactful results are produced when both parties feel heard, respect and alliance. In a business built on relationships, negotiating in an intent, creativity and collaboration will always open more doors rather than a tough stance.

–

Gary Murakami, GTP, GLP, CMP, CMM, DES is Vice President of Sales and Industry Relations at Teneo Hospitality Group.