Incentive Travel
Time to bring event travel back into the Boardroom
ALEXIS BERLIN, CHIEF GROWTH OFFICER AT TRAVEL AGENCY AWESTRUCK, SAYS IT’ S TIME TO DEMONSTRATE THE IMPACT OF THE STRATEGIC APPROACH TO INCENTIVE TRAVEL, WITH METRICS THAT MATTER
I n challenging macroeconomic moments, every business investment is scrutinised. Executives demand clarity on how each line item connects to enterprise goals and proof that those investments pay off. Yet retreats and incentive travel are often still considered in a binary: either cut entirely to save budget or treated as a foregone cost. Event travel is treated as an entitlement instead of a tool.
That mindset is increasingly misaligned with the expectations of boards, shareholders, and executive leaders. Event travel needs to be held to the same standard as any other at-scale investment, with strategy at its centre and a rigorous approach to measuring ROI on every programme.
Travel’ s strategic blind spot Event travel struggles under two persistent, related challenges.
First, companies struggle to link travel and strategy. Programmes are recycled year after year with little connection to evolving priorities. Incentives may be well-executed, but they are rarely designed to influence specific outcomes. For example, a firm working to retain middle managers after a merger has different event needs than a steady-state organisation aiming to motivate its sales force amid a plateau. Yet many organisations default to familiar programmes, repeating the same trips regardless of shifting priorities.
Second, even when programmes are designed with strategy in mind, companies struggle to measure outcomes. While other large investments are supported by business cases and executive review, event travel often lacks a framework to determine whether spend moved the needle. Without baseline metrics and meaningful KPIs, executives are left guessing about ROI and the business impact of their event travel.
Together, these phenomena create a challenging blind spot: event travel is viewed as a cost centre to manage rather than a growth lever to optimise. The result is lost opportunity and millions invested without evidence of impact.
Placing strategy at the centre Instead of starting with,“ Where should we go?” executives need to ask,“ What enterprise goal are we trying to influence – and how can travel help deliver it?”
Executives must define strategic rationale before planning logistics if they want to deliver on the full potential of each trip. When travel is intentionally aligned with business outcomes, every element of the programme – from attendees to destination to itinerary – can be designed to maximise impact.
Above: Alexis Berlin
“ Event travel is treated as an entitlement instead of a tool”
Retreats and incentive trips become purposeful interventions that advance enterprise goals, strengthen culture, and evolve alongside the organisation.
Measuring for success Strategic clarity is only half the battle. Companies must also prepare to measure ROI by defining success upfront, establishing KPIs, and holding travel partners accountable for delivering on metrics beyond budget adherence.
Without these measures, leaders are left guessing about ROI. With them, travel becomes a meaningful growth engine, rather than an autopilot expense.
The winners of the next decade will be the companies that are strategic and disciplined in directing dollars towards investments that deliver maximum value – including event travel.
Companies are not alone on this journey, and bringing travel back into the boardroom requires a new standard for travel partners. Flawless logistics are baseline. The real opportunity lies in working with travel partners who bring a strategy-first approach to the table and demonstrate their impact on metrics that matter. n
n Formerly an engagement manager at McKinsey & Company, Alexis Berlin is the co-founder and CGO of Awestruck Incentives, a travel agency specialising in strategic corporate retreats and incentive programmes that drive measurable business impact alexis @ awestruckincentives. com
14 / CONFERENCE & MEETINGS WORLD / ISSUE 139