The Profile of Corporate Events Customers from the Organizers’ Perspective in the Period Pre and Post-COVID-19 Pandemic

Abstract

The present chapter aims to understand the current profile of the buyers of corporate events in the Cascais Municipality, from the organizers’ perspective, to ascertain the pattern of customer demand and attitude toward two current trends: sustainability, as well as hybrid and online events, taking into consideration the evolution and change of the profile in the temporal context pre and post-2020 COVID-19 pandemic. After analyzing the results of the interviews, it is possible to verify that the profile of corporate clients is currently defined by a set of diversified characteristics, with a growing awareness toward sustainability and interest in hybrid events, as a complement to face-to-face events. It is also possible to highlight the impact that the COVID-19 pandemic and the consequent restrictions had in the evolution and change of the profile, such as the increased importance of flexibility in the conditions of contracted services, concern about sanitary measures and the demand for outdoor spaces.

1. Introduction

There is a growing scholarly interest in events, indicative of their relevance in present-day tourism and their broader implications. This field of research is not only expanding in scope but also gaining a global perspective. There now exists literature focused on the impact of the events in cultural, social, and environmental aspects. However, there is a paucity of recent literature focused on the characterization and impacts of corporate events, particularly regarding the profile of the corporate client considering the various current trends. This study aims to develop this emerging field by exploring a better understanding of the buyers’ profile of corporate events, regarding the trends of sustainability and hybrid and online events, in the period of pre- and post-COVID-19 pandemic.

“Corporate events, also known as business events, have multiple aims. Not only do they focus on creating added value to the businesses and individuals that are involved in their delivery (both participants and event providers), but also, on a macroeconomic level, they serve to support the growth and development of business tourism, thus boosting the local and national income, as well as the international profile of a particular destination [1].” This research is focused on the buyers, which in this case are conference organizers and meeting planners who buy, or more accurately, hire conference venues and related services to stage their events and who work for corporate organizations. Corporate organizations are companies established primarily to generate a profit, providing a financial return for their owners, whether they are the proprietors of a family-run business or the shareholders of a large publicly quoted company [2].

Considering that since the turn of the millennium, the trend of sustainability has been high on the agenda for many businesses, is visible the increased importance of corporate social responsibility (CSR) programs [3]. Many events’ organizers attempt to incorporate an opportunity for the participants to participate in CSR-related activities and give something back to the communities they visit [3]. However, “research completed in the immediate prepandemic period (e.g. Dodds et al., 2020) suggests that event organizers already tended to ignore, or under-estimate, sustainability issues, and the pandemic may exacerbate such attitudes. A more positive forecast is that the crisis has encouraged people and organizations to appreciate the value of natural environments, livelihoods, and other people more, which may drive the adoption of more sustainable practices in the future [4].”

Regarding the online and virtual trend, “Seraphin (2020) and Madray (2020) have suggested that virtual events would be a solution for the event industry to cope with and recover from the COVID-19 pandemic. According to Barometer (2020), in terms of consumer behavior within the event industry, 84% of visitors and exhibitors have utilized one or more digital channels to use services since being forced to adhere to lockdowns and social distancing measures during the pandemic. 2020 saw an increase from 91% in June to 94% in September in the number of people willing to attend at least one event organized on any digital platform. PCMA Convene (2020) conducted a survey on business related to events professionals indicated that 87% of interviewees withdrew from their offline events; 66% of these events were delayed due to COVID-19, and 70% of companies switched their offline events to virtual events. Hence, digital events are projected to prevail over live or offline events [5].”

For these reasons, one of the main goals of this research is to understand the influence of the recent health pandemic COVID-19 on the behavior of corporate buyers related to sustainability and virtual trends, considering that, according to Madray [6], COVID-19 has irrupted the global markets and various industries drastically. However, innovative minds and leaders of respective fields struggled to bring new ways to survive in this condition. But still, the tourism and hospitality industries were severely affected, as the threat of disease has homed in the minds of the people and the policies of travel, entertainment, and events’ organization and interlinked industries.

2. Global trends in corporate events

In recent years, the landscape of corporate events has undergone significant transformations driven by the ever-evolving global business environment. This chapter serves as an introduction to the subsequent exploration of the trends of sustainability and hybrid and online events in corporate events. By examining the dynamic nature of these trends, their impact on the industry, and the evolving preferences of corporate clients, including the influence of the COVID-19 pandemic, we aim to provide a comprehensive understanding of the current corporate events landscape.

Corporate events play a vital role in the modern business world, serving as platforms for networking, knowledge exchange, and brand promotion. The COVID-19 pandemic has brought unprecedent challenges and disruptions to the corporate events industry, reshaping the profile of corporate events and their expectations. According to American Express Meetings & Events [7], “Even though the events industry embraced virtual meetings during the COVID-19 pandemic out of necessity, they are not a substitute for face-to-face events. Face-to-face meetings are essential for collaboration, innovation, relationship building, and the development of trust needed to achieve common goals. Given that a considerable number of employees continue to work remotely, companies are challenged to keep their teams motivated and engaged.”

“However, despite the current increase in the number of face-to-face meetings and events, virtual and hybrid formats are by no means disappearing. In fact, they are expected to play a key role in the future. Virtual technology is now seen as a valuable tool. Adding a virtual component to a face-to-face meeting allows for better management of attendee preferences, expanding event or meeting audiences, and even providing a contingency plan should it become necessary to change the format from face-to-face to virtual” [7].

In line with macro trends, organizations are increasingly considering sustainability issues as part of their base planning. There is a global consensus that sustainability should be a key factor in event programming [7]. By adopting eco-friendly strategies such as reducing waste, conserving energy, and incorporating social impact initiatives, corporate events can align with the values of attendees and stakeholders while leaving a lasting impression of environmental stewardship.

For these reasons, in the following subchapters the themes sustainability and hybrid and online events will be analyzed, framed in the universe of corporate events, to analyze the profile of the corporate customer in relation to these dimensions.

2.1 Corporate sustainability

In today’s global context, where environmental concerns and social responsibility are at the forefront, sustainability has emerged as a key consideration in the planning and execution of corporate events, aligning with the global focus of not only minimize the ecological footprint but also contribute positively to the communities they engage with. Therefore, “corporate social responsibility is the voluntary dedication of companies to sustainable development, resulting in benefits to society (people), environment (planet) and economy (profit). At the consumer level, sustainability requires consideration not only of the price of a given good or service, but also of its impact on people and the natural environment” (UN, 1992; Jackson, 2005, cited in [3]).

Davidson [8] attributes part of the growth in interest in the social legacy of business events to the younger generation of participants, who are “uncomfortable with the type of ‘conspicuous consumption’ that can characterize such events when they feature bountiful, premier-winning and dining and lavish entertainment – often against a background of the deprivation of disadvantaged communities or in developing countries.” According to the author, heightened social awareness, particularly among younger, “Generation Y” participants, and their desire to somehow “make a difference” and “give something back” to the communities where their corporate meetings and incentive trips take place has been a key factor in the growth of social legacy initiatives accompanying business events, and it is one of the key trends driving the design of such events today. The author links this phenomenon to the growing interest in volunteerism (or “volun-tourism”) as a form of community service that promotes goodwill and is also personally fulfilling, adding that, for many participants, the social legacy element has also become an essential part of the “experiential” dimension of participating in a meeting or incentive trip.

In this sense, events can also aim to educate and influence their audience to adopt more environmentally conscious behavior after the event, to promote long-term benefits for the community in question [9]. Moreover, sustainability in corporate events showcases an organization’s commitment to long-term sustainability goals, enhances its reputation, and positions it as a leader in responsible business practices.

In the context of corporate events, there was an important development in 1997: the adoption of Elkington’s concept of the Triple Bottom Line (TBL) within the events sector. This is a tool that aims to highlight the areas of impact that a particular event can have. The tool is useful not only in the planning stages of an event but also at the event evaluation stage to identify what the impacts were. John Elkington’s Triple Bottom Line proposal was embraced by several organizations that, through this tool, created corporate measures and reports on their economic, environmental, and social impact – or people, planet, and profit [3].

Merrilees and Marles (2011, cited in [8]) point out that given the significant footprint that corporate events can leave on the natural environment, this industry has increasingly responded to pressure to demonstrate its sustainable credentials. However, despite the magnitude of this issue, the amount of academic research that has focused specifically on sustainability in the corporate events industry has been minor, particularly when compared to the extensive discussions related to sustainability and tourism in academic publications. The explanation may be those commercial and financial aspects dominate in this area, so environmental considerations take a back seat.

However, Davidson [8] notes that there have been some notable contributions to the literature on this topic in the corporate event meetings sector: Park and Boo (2010) conducted a study on the green attitudes associated with two US conventions, primarily from the perspective of attendees, but also from the perspective of convention organizers and suppliers. Other valuable insights came from research by Draper et al. (2011), Mair and Jago (2010), and Mair (2011), who developed a model for greening the corporate sector. Their model is governed by organizational goals and values in an economic context, defining benefits and obligations through regulations and ranking the organization with different levels of green practices.

Thus, it is concluded that sustainable events are those that fulfill important social, cultural, economic, and environmental roles, with a positive impact that extends to the community of the place where they take place (Getz, 2007, cited in [3]). Embracing sustainability in corporate events is not only a strategic decision but also a moral imperative, as it reflects a collective effort to create a more sustainable future for generations to come.

2.2 Hybrid and online events

The recent importance of hybrid and online events in the corporate events landscape cannot be ignored. With the advent of technology and the challenges posed by the COVID-19 pandemic, the shift toward virtual platforms has become a necessity for the industry. Hybrid and online events offer several advantages, including expanded reach, cost-effectiveness, and flexibility. They allow businesses to connect with a global audience, breaking down geographical barriers and enabling participation from remote locations.

Consumer experiences in virtual environments are a preponderant factor for the success of the consumer market in several sectors, such as the organization of events. This concept has been widely explored in marketing (Klaus & Maklan, 2011, cited in [5]). According to Getz (2008, p. 404, cited in [5]), the main attraction of events is that each event is inimitable, and one must be present to fully live this unique experience. Communication and experiences are crucial aspects in virtual events because they can add interest and value to participants and to the hospitality and tourism industries. Moreover, creating positive online experiences for participants is essential to the success of an event (McGillivray, 2014, cited in [5]). According to Kharouf et al. (2020, cited in [5]) a good online experience can produce positive behavioral intentions toward the event. The authors defined the three factors with the most impact on consumers’ online experiences: the interactions between participants, effective communication, and the level of online engagement. Moreover, this format provides opportunities for data collection and the ability to measure event impact and return on investment more effectively.

As the world of virtual and hybrid meetings continues to gain popularity within hospitality and tourism, there is an immediate need for additional literature in this area of study. Researchers could begin to look at reality outside of the hospitality and tourism industry, using an interdisciplinary approach to deepen knowledge within this area, but ultimately, a steady stream of research must be developed and extended in hospitality and tourism studies (Kim & Park, 2009, cited in [10]). Fryatt et al. (2012, cited in [10]) reinforce this idea considering that because virtual meetings are rapidly becoming more common and hybrid meetings are being touted as the future of meetings and events, it is imperative that academic research keeps pace with these developments.

While virtual events experienced a surge during the peak of the Covid-19 pandemic due to restrictions on in-person gatherings, there has been a shift toward the return of in-person components in the corporate events scenery. As the American Express Meetings & Events international study [7] shows that face-to-face events reiterate their importance in the 2022 forecast, considering that the forecast suggests an increase in the intention to hold events in this format.

However, despite the clear decrease in virtual events in 2022, hybrid events maintain the same level of interest, which suggests the consistency of their trend in the future. This suggests that the hybrid format offers the best of both worlds, catering to the diverse needs of attendees, whether they prefer to participate in person or remotely.

According to Nilsson [11], there are several ways to hold meetings and events online; however, it is important to analyze which format is best depending on the purpose of the meeting or event. Face-to-face meetings are characterized by the fact that participants know each other personally, and the factors inherent to this particularity should be considered.

When Fryatt et al. (2012) did their research, they found that some certain events and meetings were perceived to be better suited for the face-to-face or virtual environment. It was found that internal meetings could be held online, and, on the other hand, meetings about more sensitive topics, incentives, and celebrations would be more successful if held in person (cited in [11]).

Hybrid and online events have proven to be invaluable tools for corporate events, providing a dynamic and accessible platform for knowledge sharing, networking, and brand promotion in an ever-evolving digital panorama. The integration of both online and offline components ensures that organizations can leverage the advantages of both formats to deliver impactful and inclusive experiences.

2.2.1 Online events

Continuing the topic of online events, they have played a crucial role in the corporate events landscape, especially during the height of the COVID-19 pandemic. While there has been a recent decrease in virtual events as restrictions ease, it is important to recognize the lasting impact and value that online events have brought to the industry.

A virtual meeting is defined by Rubinger et al. (2020, cited in [5]) as an event that is meticulously planned by event organizers and attended remotely by participants, unlike a conventional physical event. Meanwhile, in the chapter “What is a virtual event?” (2020, cited in [5]), it is mentioned that virtual events can mimic physical events through online and virtual platforms, thus allowing an individual or an organization to hold various types of events (such as international events, conferences, trade shows, product launches or recruitment fairs) from their home or office, using a laptop or even a smartphone with an internet connection.

Additionally, Howard (2020, cited in [5]) mentions that considering that events may be composed of a single meeting or a set of several meetings, virtual events may complement the main event, thus not being a complete replacement of physical events.

According to Nilsson [11], there are eight different formats at the technology level for virtual meetings: videoconference, teleconference, online meeting, webcast, webinar, virtual fair, 3D virtual world, or hybrid meeting. The choice of format must be analyzed to define which technology is most suitable for the purpose of the meeting or event in question.

Online events have proven to be a lifeline for businesses, allowing them to maintain continuity and adapt to the new normal of remote work and travel limitations. They have provided a means for organizations to connect with their target audience, engage with participants across different time zones, and expand their reach globally. Online events have also demonstrated their cost-effectiveness, as they eliminate expenses associated with travel, accommodation, and venue rentals. Additionally, the digital nature of online events enables data collection and analysis, providing valuable insights into attendee behavior, preferences, and engagement levels. While the shift toward hybrid events signifies the importance of in-person interactions, the significance of online events should not be underestimated, as they have restructured the way corporate events are conceived and executed.

2.2.2 Hybrid events

Expanding on the topic of hybrid events, their continued relevance and interest in the corporate events industry can be attributed to their ability to bridge the gap between in-person and virtual experiences. The capacity to reach a wider audience through virtual components while still providing the benefits of physical presence positions hybrid events as a powerful and adaptable solution. This consistency in interest highlights the significance of hybrid events as a long-term trend, demonstrating their potential to shape the future of corporate events by providing a flexible and inclusive experience for all participants.

As Nilsson [11] mentions, the format creates an opportunity to add value by reaching a greater number of participants (in person and virtually) and by providing new formats of content and communication. The technology used in hybrid events allows the sharing of content, ideas, and experiences with participants in various regions and different time zones around the world, although several people point out negative points such as technological flaws and potential cannibalization of face-to-face events. The main advantage of hybrid events is the greater reach of the message to be transmitted and the redirection of part of the content, so that everyone can participate, including those who cannot travel to the venue.

This enhanced accessibility, combined with the unique opportunities for networking, knowledge sharing, and immersive experiences offered by in-person interactions, positions hybrid events as a compelling choice for both event organizers and participants. Fryatt et al. (2012, cited in [11]) state that hybrid meetings integrate technology with traditional event practices to create new types of experiences for participants and new ways of exposing content. The hybrid format is thus characterized by any meeting or event with at least one face-to-face participant group that connects digitally with participants located in another or various other locations around the world. The combination of the characteristics of face-to-face events and virtual meetings in hybrid events allows event organizers to achieve a greater breadth in terms of forms of participant participation.

We thus conclude that hybrid events are expected to maintain their significance and influence by offering a blend of physical and virtual experiences that cater to the evolving needs and preferences of attendees.

3. Material and methods

Considering the aim of the investigation, the methodological approach was divided into four main phases ending in the assessment of the corporate events customer profile toward the trends of sustainability and hybrid and online events, in the context of pre and post-COVID-19 pandemic (Figure 1).

Figure 1.

Methodological approach.

In this research the qualitative method was selected. The qualitative method focuses on interpretation rather than quantification. Therefore, the researcher is more interested in understanding the interviewees’ interpretation of the topic. Consequently, it is a method that emphasizes the subjective over the objective [12].

Additionally, qualitative research pays attention to context, “in the sense that people’s behavior and the situation link closely in shaping experience” [13].

The interview was structured according to three groups of questions about sustainability, hybrid, and online events, as well as the evolution and change of the corporate events customer profile in the pre and post-COVID-19 pandemic context, to develop these three perspectives of the study.

Over a period of two months (from May until July 2022), 11 structured interviews were conducted with organizers or those responsible for the events department of various companies or entities.

Researchers must have contact with the context in which they intend to conduct their research [14]. For this reason, interviews were conducted with corporate event organizers in the Municipality of Cascais, with direct contact with customers in this segment of events.

The interviewees were selected for their broad view of the process of organization and preparation of the event, to provide the necessary data for the study of the established objectives. Being from different types of companies, involved in the organization of corporate events (from event spaces, such as hotels, and event companies), they can thus provide different viewpoints on this research (Figure 2).

Figure 2.

Origin of the interviewees.

The sample for this study instrument consists of 11 interviewees, as shown in the graph above, whereby:

• Five interviewees are from hotel units located in the Municipality of Cascais, which host and organize corporate events in their spaces.

• Two respondents are associated with venues, in the Municipality of Cascais, which host and organize corporate events there (one of whom is an employee of a hotel unit that provides the service of organizing events there).

• Four interviewees are from events companies that organize corporate events in various venues in the Municipality of Cascais (one of whom works in an events company that is also a DMC, and another interviewee is an employee in an events company specializing in corporate retreats).

According to Vergara [15], the sample is a part of the universe chosen according to some criterion of representativeness. Thus, the sample refers to a subset of the population that is representative of the main areas of interest of the study [16]. Thus, the creation of this methodological tool was intended to acquire the indispensable information for the preparation of this research, given the reality of the market and its players.

3.1 Study area: Municipality of Cascais

The Municipality of Cascais is inserted in the Lisbon tourism region, located on the Estoril Coast. The Municipality of Cascais was chosen as the analysis area for this study, as it is a very expressive area in terms of tourism supply and demand, considering that already “in 2007, Estoril was the fourth national tourist destination”, “distinguished by the high number of four- and five-star units” [17].

According to Casimiro et al. [17], “the promotion of the Estoril brand focuses on its main products (Leisure, MICE, and Golf).” Being the corporate events industry, included in the MICE segment.

In a recent interview with the president of Cascais Tourism, it is mentioned that “business travel represents only 21% of global travel, this refers to 2019. But it is important to point out that it is also one of the types of travel that spends the most in many of the destinations. Therefore, it is essential (…) for the whole tourism industry” [18].

Barros [18] also adds that “regarding business tourism, it is naturally a great asset and has the advantage of not being seasonal. And Cascais has all the conditions to be a reference destination in terms of business tourism. For these venues that receive them, (…) an investment in the infrastructure of the venues themselves is foreseen, which leads to the attraction of more and better events and meetings and, consequently, more business visitors to Cascais. We must always bear in mind that the business visitor may be our tourist of tomorrow.”

According to a Visit Cascais [19] survey, carried out during the high season from April to September 2019, the motivation of travel by business represents around 14% of respondents, thus occupying second place.

Considering the data presented and the fact that business tourism is one of the main products of the Municipality of Cascais, it should be noted that this study aims to add knowledge regarding this segment, which not only has a significant current expression, but is also expanding, in the geographical area in question.

4. Interviews and results

This chapter will analyze the results obtained from the 11 interviews conducted with event organizers who will give their point of view on demand regarding the profile of the corporate events customer in the Municipality of Cascais.

The interview was essentially divided into the following topics regarding the profile of the corporate events client:

1. Their behavior and interest profile in the face of two current global trends:

   1. Sustainability.

   2. Hybrid and Online Events.

2. The evolution and change of the profile in the pre and post-2020 timeframe (COVID-19 pandemic).

4.1 Sustainability

As per Table 1, from the interviewees’ perspective, it was possible to understand that a reduced percentage of customers (until 25%) show a preference for a destination and venue with sustainable practices (questions A and B). The same reduced percentage of 25% is applicable for the percentage of customers with interest in social legacy and corporate social responsibility activities (question C).

	Questions*	Questions with Percentages					Do not know or not applicable
		0%	1–25%	26–50%	51–75%	76–100%
Quantity	a	1	7	0	2	0	1
	b	1	6	0	3	0	1
	c	0	6	2	1	0	2

	Questions**	Yes or No Questions
		Yes	No	Do not know or Not applicable
Quantity	d	4	6	1
	e	2	9	0
	f	4	7	0

Table 1.

Closed-ended questions about sustainability.

^*

(a) What is the approximate percentage of customers who show a preference for a destination with sustainable practices? (b) What is the approximate percentage of clients who show preference in hiring a venue (hotel, congress centre, etc.) with a sustainable practices certificate? (c) Regarding customers with an interest in sustainable practices, which percentage is interested in “Social Legacy” and “corporate social responsibility” actions and activities?

^**

(d) In the chosen space, do customers show a willingness to pay more for ‘sustainable’ services? (e) Regarding clients with an interest in sustainable practices, do they show any knowledge regarding sustainability certifications in the events industry? (f) Do they make it known if the company itself has sustainability policies?

The highest values found are in bold.

Concerning the yes or no questions, it was possible to identify that most of the customers are unwilling to pay more for sustainable services, even though four interviewees mentioned the opposite (question D).

It was also possible to ascertain that most of the corporate clients do not show considerable knowledge about sustainability certifications (question E), nor make it known if the company has sustainable policies (question F).

4.2 Hybrid and online events

As per Table 2, from the interviewees’ perspective, it was possible to verify that there was a very high interest (between 76% and 100%) in the online and hybrid events since COVID-19 (question A) and that nowadays, most of the events take place in a face-to-face format (question B). Concerning the online and hybrid formats, we can ascertain that they occur less frequently than the face-to-face events, even though the hybrid format has a stronger presence compared with the exclusive online events.

Questions*			Questions with Percentages
			0%	1–25%	26–50%	51–75%	76–100%
Quantity	a					1	10
	b	Face-to-face	0	1	0	1	9
		Online	1	10	0	0	0
		Hybrid	1	6	1	1	2

Table 2.

Closed-ended questions about hybrid and online events.

^*

(a) What is the approximate percentage increase in the level of customer interest in online and hybrid events since COVID-19? (b) What is the approximate percentage of face-to-face, online and hybrid events currently?

The highest values found are in bold.

Two open questions about the hybrid and online events were also part of the interview. First, we asked the organizers to let us know the main types of events when organizing hybrid and online events. The internal meetings type was mentioned a total of ten times by the interviewees, and we could therefore consider it the category of event that most occur in online and hybrid formats. Then we asked which types of events continue to be face-to-face due to a lack of interest in hosting them in online and hybrid formats. The most frequent types of events mentioned were the incentives (six times), the team buildings (five times), and the celebrations (four times); therefore, we could consider that the corporate buyers prefer the face-to-face format for these event types.

4.3 Pre and post-COVID-19 period

Regarding the pre and post-COVID-19 period, was formulated an open question asking to the interviews to describe the main change or changes regarding the profile of the corporate customer in the pre and post-COVID-19 pandemic, within the scope of sustainability and hybrid and online events.

The changes most frequently mentioned by interviewees were the last-minute event requests, with a considerably shorter preparation time (mentioned by eight interviewees), and the greater attention to cancelation and reduction contractual clauses, with more flexible conditions (referred to by seven interviewees).

Additionally, several interviewees also referred the increased concern about health measures regarding COVID-19 (referred to by five interviewees) and the higher demand for spaces close to nature and with less tourist pressure (mentioned by three interviewees).

Another aspect that was mentioned by some of the interviewees was the current importance of technology, considering the adherence to the hybrid format as a complement to face-to-face events.

5. Discussions, conclusions, and practical implications

After analyzing the results obtained through the interviews carried out with corporate event organizers, we could identify that the preference for a destination and spaces with sustainable practices is not yet demonstrated in a relevant way by the corporate buyers, despite being a growing concern and trend, and most corporate clients do not have in-depth knowledge about sustainability certifications. Therefore, we can conclude that, even though the corporate industry has increasingly responded to pressure to demonstrate its sustainable credentials [8], the absence of sustainable practices and credentials do not assume a deal breaker meaning for the corporate event buyers, even though there is a growing awareness and preference for sustainable procedures.

It was also possible to verify that there is interest in “Social Legacy” and “corporate social responsibility” actions and activities by corporate clients but still with little relevance. One of the interviewees mentioned that corporate buyers usually have a preference for social legacy activities when they are suggested to them; however, if not presented, many customers do not ask about this type of activity. This proves their desire to somehow “make a difference” and “give something back” to the communities where their corporate meetings and incentive trips take place [8], but still not in a very relevant way.

In this line of thought, it was also demonstrated that only a reduced percentage of corporate clients is willing to pay more for sustainable services, as well as that several companies that have their own sustainability programs do not usually inform the event organizers about them.

In this context, some interviewees mentioned that they sometimes contemplate the possibility of corporate sustainability concerns being more closely associated with the image companies wish to portray to their target audience rather than a genuine concern for the environment.

Concerning the level of corporate customers’ interest in hybrid and online events, it is concluded that there has been a high increase in interest in online and hybrid events since COVID-19. However, after the pandemic, the interest in online events greatly decreased, and the importance of face-to-face events strengthened. Hybrid events continue to be relevant as a complement to face-to-face events to reach participants who cannot be present, reiterating the consistency of this trend in the future, as mentioned in the American Express Meetings & Events international study [7].

The interviewees also confirmed that internal meetings are the main type of event that takes place in hybrid and online formats, and incentives, team buildings, and celebrations are generally organized in a face-to-face format, as referred to by the author Nilsson [11].

About the evolution and change in the profile of corporate clients in the pre and post-COVID-19 pandemic timeframe, it was concluded that the main changes are associated with the increase of last-minute requests (causing the reduction of the event preparation period) and the demand for more flexible cancelation and reduction contractual clauses. There is also greater concern about the sanitary measures of the space and the region or country where the event is organized, as well as a greater demand for outdoor spaces, close to nature and with less tourism pressure. Additionally, was reinforced the current and growing importance of technologies, especially given the large adherence to the hybrid format, as a complement to face-to-face events.

It can therefore be concluded that the corporate customer profile in the Municipality of Cascais is defined by an increased interest in sustainability practices, although still at a very low level, and a current emphasis on hybrid events as a complement to face-to-face events. We also highlight the impact that the COVID-19 pandemic and the consequent restrictions had on the evolution and change of the profile, such as the increased importance of flexibility in the conditions for contracting services, concern regarding sanitary measures, and the demand for outdoor spaces.

As for the practical implications, it is important to highlight that a greater perception and awareness of the importance and application of diversity and inclusion measures by the organizers would represent an important improvement in the sector. It would also be relevant to make known the various existing sustainability programs and the respective progress in this area.

6. Study limitations and further research

Throughout this research, some limitations were encountered at the literature review stage as well as at the interview stage.

Regarding the literature review, the main limitation was the lack of studies and scientific articles that addressed the profile of the corporate events customer regarding sustainability trends, hybrid and online events, and their framework in the COVID-19 pandemic phase. Most of the information that could be obtained was within a general context of the events industry or the corporate universe but without a direct link to the COVID-19 period.

Regarding the interviews, the main limitation was the length of time it took to schedule the interviews, considering that the interviewees had limited availability, since the interviews took place during corporate events in high season months. Therefore, the interview period was about two months, for a total of 11 interviews.

To complete this research, we suggest that future research studies study the profile of the corporate client in larger geographical areas, such as Lisbon, or even at a national level. It would also be pertinent to make a more in-depth study of sustainability trends and hybrid and online events in the universe of corporate events, to obtain more detailed data and thus provide a greater academic contribution.

Conflict of interest

The authors declare no conflict of interest.