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28th October 26: New, research from the International Corporate Events Network (ICEN) supported by Cvent, has revealed that 79% of corporate event professionals say senior stakeholders recognise the strategic value of events, yet just 13% find budgets easy to approve.The ICEN Corporate Events Benchmarking Report 2026/2027 exposes a significant disconnect between corporate recognition of the value of events and the ability of event professionals to secure investment. It cites that while 79% of respondents rate their senior stakeholders’ belief in the strategic value of events highly, at 4 or 5 out of 5, just 13% describe event budgets as easy to approve.The findings suggest that corporate events are no longer struggling to demonstrate their strategic relevance. Instead, they face a more fundamental challenge: establishing a consistent, credible way of measuring their contribution to wider business performance. The report identifies this as a “currency problem”, with event teams and financial decisionmakers often lacking a shared language through which to assess value, compare performance and justify continued investment.This disconnect is reflected in the objections event professionals face when seeking budget approval. Almost half (45%) say the most common challenge is an inability to measure return on investment (ROI), ahead of concerns around timing, cost cutting and cost per head.At the same time, 54% identify proof that events generate measurable pipeline or revenue as the single most valuable piece of evidence they could use to justify their programmes internally. Yet only 37% say they can clearly evidence pipeline or revenue contribution.The report also exposes a continued reliance on traditional measures of event success. While 83% of respondents measure registrations or attendance, and 81% track post-event satisfaction, just 34% use revenue attribution.The challenge becomes particularly pronounced for organisations delivering larger event portfolios. Among respondents running 30 or fewer events annually, 22% find budgets easy to approve. This falls to just 4% among those managing 60 or more events, despite consistently high levels of senior stakeholder belief.However, the research also identifies practical opportunities to close the gap. Event teams using a documented engagement scoring model rate their ability to evidence pipeline or revenue contribution at an average of 3.71 out of 5, compared with 2.82 among those without a model.Similarly, respondents whose event technology integrates seamlessly with their customer relationship management (CRM) systems rate their pipeline evidence at 3.78, compared with 2.48 for those transferring data manually.Both findings demonstrate statistically significant associations between structured measurement practices and stronger commercial evidence, suggesting that improvements may be achievable through better use of existing data, rather than simply increasing technology investment.Anita Howard, Founder and CEO of ICEN, commented: “The findings reveal a fascinating contradiction. Senior business leaders increasingly recognise that events matter, yet the professionals responsible for delivering them are still struggling to translate that belief into approved budgets.”“The issue isn’t necessarily a lack of confidence in events, but a lack of common currency through which their contribution can be measured and understood. Attendance, engagement and satisfaction all matter, but they don’t always answer the questions being asked by finance teams and business leaders.“What this research shows is that there are practical ways forward. By agreeing common measures, connecting event data with wider business systems and establishing clearer definitions of success, event professionals can begin to make a much stronger case for investment.”The report also highlights the changing demands on corporate event professionals. Budget pressure and cost scrutiny are identified as significant challenges for the next 12 months by 85% of respondents, closely followed by proving ROI and commercial value at 82%.Meanwhile, AI tool literacy and data analysis and ROI reporting are ranked as the two most important skills event professionals believe their roles now require compared with three years ago. Despite this, only 19% report having access to a structured training budget and programme."Event professionals have worked hard to prove the power and value of their work to their senior stakeholders, and senior leaders do believe in it,” commented Felicia Asiedu,Marketing Director, Cvent. “But while belief is high, budget scrutiny continues to be a challenge. What matters now is shared measurement, so ROI is clear. When event technology connects to the CRM, teams are better placed to show how events influence pipeline and revenue. With the right foundations, events can sit alongside every other revenue driving channel in a business’ playbook."The report recommends closer alignment between events, marketing and finance teams, documented engagement scoring, better integration of event and CRM data, and greater investment in measurement skills.Anita concluded: “There is something fundamentally positive in these findings. The strategic importance of corporate events is already widely recognised. The opportunity now is to turn that confidence into a stronger, more consistent business case.“If we can establish a currency for event value that is recognised across events, marketing, sales and finance, we can change the conversation from what events cost to what they contribute.”The Corporate Events Benchmarking Report 2026/2027 is supported by Cvent and draws on research conducted between 3 July and 8 September 2026.

26th October 26, Manchester, UK: Organisers of the inaugural CHS Manchester have praised the warmth and collaborative approach. With the show’s host city, exhibitors, and visitors all contributing to a debut that far exceeded expectations, and as the events industry came together at the AO Arena for a packed show, surrounded by a city-wide welcome.From the Manchester Calling welcome at Manchester Central, to the city-wide fringe programme and onto the exhibition floor, the ambition of the event was bought to life last month as Manchester embraced the opportunity to host the CHS community.“CHS Manchester completely blew away our expectations,” commented Emma King, Founder and CEO of CHS Manchester. “The combination of an incredible Hosted Buyer programme, a genuinely interesting and insightful education programme, and the support we received from across Manchester created a busy, productive and energetic show.”With the show bringing together both CHS’s Leeds and Birmingham communities in a new Manchester supershow, exhibitor numbers rose to 52% higher than Leeds 2025 and 43% higher than Birmingham 2025, while the hosted buyer programme more than doubled compared with previous editions.That meant more buyers experiencing Manchester through its venues, people and hospitality, alongside a broader collection of exhibiting products, goods and services. At the same time, the fringe programme and welcome reception gave the community time to get to know the city and each other, bringing conversations and connections into the show before appointments had begun.“The success of CHS Manchester is also testament to the city and its growing profile as one of the country’s most exciting business events destinations,” continued Emma. “Marketing Manchester has been by our side throughout, while the AO Arena provided a dramatic and exciting backdrop that gave the show a real sense of occasion.“We couldn’t be more delighted with how it went. The buyers we hosted loved the opportunity to connect with brilliant people and businesses, and there was a fantastic energy throughout the event. It was a great occasion for CHS and for Manchester. Roll on 2027.”

Jo Austin, Sales Director at Lime Venue Portfolio, joins Crowne Plaza Newcastle – Stephenson Quarter General Manager Paul Borg to discuss the connections that shape careers, win trust and keep people in the events industry.Crowne Plaza Newcastle – Stephenson Quarter has released the latest episode of its Talking People with Paul Borg podcast, featuring Jo Austin, Sales Director at Lime Venue Portfolio.Jo and Paul worked together earlier in their careers at a large Manchester hotel. Reunited for the podcast, they discuss the event that helped shape Paul’s career, why some of Jo’s strongest client relationships began when things went wrong, and the people they have stayed connected with across the industry.“My career’s been built on great relationships, keeping great relationships, working great relationships, working with amazing people,” Jo tells Paul. “And it’s served me incredibly well.”The pair recall delivering the Rugby League Man of Steel Awards at their former hotel. For Paul, who was then a younger events professional, running an event of that scale was a defining opportunity. Jo remembers bringing a relatively new team together to make it happen.“Our industry affords us the opportunity to build amazing relationships,” she says, “and turn customers into friends and colleagues into friends.”Those relationships can become strongest when an event does not go to plan. Jo says her approach is to face a problem, listen to the client and take responsibility for putting things right.“Some of my best relationships and connections have been born out of adversity,” Jo says.Paul shares that focus on the people delivering events. “I’m an operator at heart. I’d still rather be down on the floor moving tables and chairs than sat reading a P&L,” he says. For him, that experience is why the team matters so much when an organiser chooses a venue.“There’s a lot of beautiful stadiums, hotels and venues out there,” he adds. “It’s about the people that run it and the connections, and the team that are on site and how they build that relationship with the client.”The episode continues the podcast’s exploration of the people and career paths behind hospitality and events, with the conversation covering how Jo moved from retail into hospitality, an event in Leeds that led to her meeting Nelson Mandela, and why employers must show young people the range of careers available across the industry to attract future talent.Listen to Jo Austin’s conversation with Paul Borg now via Talking People with Paul Borg.