Whether on the world stage or within our own industry, negotiations are everywhere—and their outcomes matter more than ever. In a time marked by geopolitical tension, fragile supply chains, and economic uncertainty, the ability to negotiate effectively isn’t just a business skill—it’s a survival tool. Within the meetings and events industry, where relationships are the foundation of success, negotiation has evolved far beyond rates and contracts. It now demands strategic thinking, empathy, flexibility, and a commitment to building trust and long-term value.
At Teneo Hospitality Group, we don’t just watch these shifts—we engage with them directly. In recent conversations with our Client Advisory Board, a group of leading seasoned event professionals, we explored how today’s negotiations must address far more than pricing. From navigating inflation and contingency planning to aligning around shared outcomes, the dialogue has become more nuanced—and more collaborative. These insights, combined with my own experiences, confirm that modern negotiation is about creating resilient partnerships that can weather any change.
Over the course of my career, I have learned that the most successful negotiations in meetings and events aren’t defined by hardball tactics or rigid bottom lines—they’re built on transparency, clarity, creativity, and partnership. I’ve seen firsthand how shifting the lens from “winning” to “solving” can change the entire dynamic. In one case, when a planner’s budget constraints seemed immovable, we pivoted toward value-adds the hotel could provide—delivering more meaningful impact without altering the rate. And during the chaos of the early pandemic, when a contract crumbled overnight due to travel restrictions, it was our pre-negotiated flexibility, mutually acceptable resolution discussions and opportunities, and trust-based relationship that allowed us to pivot gracefully.
“The best negotiations are not transactional—they’re transformational. They build trust, solve problems, leave both parties stronger, and hopefully create long lasting partnerships.”
Below are a few key principles I’ve found essential in navigating high-stakes conversations in the meetings and events industry.
5 Principles for Stronger Negotiation
1. Know Your Value & Objectives
Planners: Be clear on your event goals, must-haves, and where you’re flexible. Is it better terms, added concessions, or rate relief?
Suppliers: Know what sets you apart and how that supports the planner’s vision—go beyond pricing to highlight service, partnership value, or exclusivity.
2. Lead with Collaboration, Not Confrontation
Planners: Frame your asks as collaborative problem-solving. “How can we make this work within budget?” opens more doors than demands.
Suppliers: If you can’t adjust pricing, explore what you can do—hotel specific added values like VIP upgrades, comp Wi-Fi, or reduced or waived fees can go a long way.
Read More: The Authenticity Effect: How Being You Sparks Collaboration & Success
3. Leverage Data & Insights
Planners: Bring historical spend, pickup, and comp set research to back your asks. Data gives leverage.
Suppliers: Share seasonal trends, comparable insights, or historical booking patterns to explain rates and set expectations.
4. Value-Adds, Allies, and Outside-the-Box Thinking
Planners: If pricing is firm, get creative—flexibility with F&B commitments, longer room block cutoffs offers, transparency with “must-have” concessions can make all the difference. Representation companies like Teneo Hospitality Group can also be powerful allies—lean on them to help move conversations forward and leverage their deep relationships with their key hotel partners to facilitate discussions with you and decision-makers to unlock added flexibility or enhancements that might not be offered outright.
Suppliers: Offer enhancements like bonus loyalty points, VIP perks, altering the resort fee to accommodate what the group values, hotel specific value add-ons, or added marketing exposure to meet planner needs without lowering rates.
5. Keep It Professional, Always
Planners: Be transparent and respectful. Let suppliers know if you’re exploring other options and provide key decision factors and realistic timelines.
Suppliers: Deliver on what you promise, when you promise it. Professionalism, transparency and follow-through build trust—and earn business. Keep in constant contact because even no update is an update.
Negotiations can unlock incredible opportunities—but they can also go sideways fast if handled without care. I’ve found that some of the most common pitfalls stem from being too aggressive, not fully listening, or making promises that can’t realistically be kept—each of which can quickly erode trust. When conversations become adversarial or overly positional, it’s often a sign that the process needs a reset. Emotional intelligence and cultural awareness aren’t just nice-to-haves—they’re essential tools for reading the room, building rapport, and keeping talks on track. Avoiding these common missteps is the first step toward meaningful, mutually beneficial outcomes and creating lasting partnerships.
Read More: Mastering Event Contracts: Essential Negotiation Strategies for Meeting Planners in 2025
Pitfalls to Avoid in Meetings & Events Negotiations
1. Being Too Aggressive or Unrealistic
Planners: Pushing for deep discounts or excessive concessions without offering something in return—like possible multi-year commitments or transparency around your business needs including concessions—can erode trust and damage long-term relationships.
Suppliers: Holding firm on inflexible terms in a buyer’s market can push planners toward competitors who show more adaptability.
2. Failing to Listen and Understand
Planners: When a supplier explains their limitations, pause and listen. Understanding their perspective can reveal opportunities for a solution that benefits both sides.
Suppliers: Avoid one-size-fits-all responses. Customize proposals to each program’s unique goals, constraints and planner preferences.
3. Overpromising and Under-Delivering
Planners: Don’t commit to more than you can confidently fulfill. Overestimating room blocks or other deliverables can lead to financial risk and credibility loss.
Suppliers: Resist the urge to overpromise. Be honest about availability, inclusions, and service levels—and aim to exceed expectations, not fall short of them.
4. Overlooking the Fine Print
Planners: Read every clause—especially around penalties, cancellation, and minimum spend. Negotiating these upfront avoids costly surprises later.
Suppliers: Ensure contracts reflect every agreed-upon detail to reduce misunderstandings and protect relationships.
5. Making It Personal
Planners & Suppliers: Negotiation is about outcomes, not egos. If talks get tense, take a step back and realign around shared goals. And remember—don’t hide behind technology. A quick phone call or in-person conversation can build rapport, resolve issues, and move negotiations forward faster and more effectively than any email or text.
Final Thoughts
At its core, negotiation in the meetings and events industry is a strategic dance that requires both empathy and efficiency, with long-term success hinging on trust, transparency, and shared purpose. Whether you’re a planner advocating for you or your client’s needs or a supplier balancing service and profitability, the most impactful outcomes arise when both sides feel heard, respected, and aligned. In a business built on relationships, approaching negotiations with intention, creativity, and collaboration will always open more doors than a hardline stance ever could.
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Gary Murakami, GTP, GLP, CMP, CMM, DES, is vice president of sales and industry relations for Teneo Hospitality Group.
