Nearly seven in 10 B2B marketing and sales professionals have reported an event return on investment (ROI) figure to leadership that they did not fully trust, according to a new survey from Outcomes Rocket. The findings highlight persistent weaknesses in event attribution, lead tracking and pipeline ownership as organisations face greater pressure to demonstrate measurable returns from conferences and industry events.

The 2026 State of B2B Event Marketing report draws on a September 2026 survey of 841 marketing, sales and business development professionals. It found that only 39.2% of respondents attributed every conference lead to its event source, while 28.9% said no one clearly owned the event pipeline. The results suggest that many organisations are investing in events without consistently connecting on-site activity to sales outcomes.

The issue is particularly relevant to medtech and healthtech companies, where purchasing decisions can involve clinical, financial and IT stakeholders. As some teams shift toward fewer, higher-value events, reliable attribution and structured follow-up are becoming central to event planning rather than tasks to address after a conference ends.

What the Research Reveals About Event Measurement

The report identifies several operational gaps that can weaken the connection between event activity and revenue.

• 68.9% have reported an event ROI figure they were not confident in.

• 39.2% tag every conference lead to its event source.

• 74.2% said booth conversations at their last major event were unplanned, while just 32% set meeting goals before the event.

• 28.9% reported having no clear owner for the event pipeline.

• 29.8% operate a fully integrated, year-round event programme.

• 58.4% have recorded on-site interviews, but only 24.2% planned them in advance.

• 37.6% are shifting toward fewer, higher-value events, while 37.9% face increased pressure to prove ROI.

Together, these figures point to a measurement problem that extends beyond marketing analytics. If teams do not establish ownership, record lead sources consistently or agree on follow-up responsibilities, even a well-attended conference can generate activity that is difficult to connect to pipeline and revenue.

Why Medtech and Healthtech Face Particular Challenges

Healthcare technology purchasing often involves several stakeholders with different priorities. Clinical leaders may evaluate patient or workflow impact, finance teams scrutinise costs, and IT teams assess integration, security and operational requirements. A conversation at a booth may initiate interest without reaching the full buying committee or establishing a clear next step.

That makes pre-event planning particularly important. A priority-account list, scheduled meetings and agreed sales responsibilities can help teams use limited event time more deliberately. Recording interviews with target accounts may also create content and follow-up opportunities, provided participants consent and the resulting material is used appropriately.

The survey suggests a gap between activity and preparation: more respondents have recorded on-site interviews than have planned them in advance. For marketing teams, planning interviews around target accounts and campaign objectives could make these interactions more useful beyond the event itself.

However, the findings are survey responses, not independently measured evidence that any single process will increase revenue. The supplied announcement does not detail the sample's geographic distribution, respondent recruitment method or margin of error.

Market Landscape

B2B events remain a way to develop relationships, demonstrate products and engage buying groups, but their contribution can be difficult to isolate when sales cycles are long and several channels influence a purchase.

The shift toward fewer, higher-value events suggests some teams are prioritising depth of engagement over event volume. That approach increases the importance of selecting the right accounts, arranging meetings in advance and ensuring every meaningful interaction enters the CRM with an identifiable source.

Event attribution also needs to extend beyond lead capture. Organisations must agree how to track subsequent meetings, opportunities and revenue while accounting for other marketing and sales activities. Without shared definitions and ownership, ROI figures can create a misleading impression of precision.

Strategic Outlook

The findings support treating each conference as part of a longer campaign rather than a standalone marketing activity. Planning begins with account selection and meeting targets, continues through lead capture and content creation, and extends into sales follow-up and pipeline reporting.

Outcomes Rocket CEO and Founder Saul Marquez argues that conferences should be managed as revenue events. Colin Hung, CMO and editor of Health IT News and editor-in-chief of the Swaay.Health Marketing Community, similarly emphasises that the campaign should begin months before an event and continue after it ends.

For marketing leaders, the immediate priority is to make event performance auditable. Assign a pipeline owner, define pre-booked meeting goals, capture lead sources on the day and establish follow-up deadlines. These steps will not guarantee ROI, but they create a stronger basis for evaluating which events deserve continued investment.

Top Insights

• ROI confidence is weak: 68.9% reported presenting event ROI figures they did not fully trust, highlighting gaps in attribution and financial reporting for B2B marketing leaders.

• Lead-source tracking is incomplete: Only 39.2% tag every conference lead to its source, making it harder for marketing and sales teams to assess event contribution.

• Pre-event planning remains limited: Just 32% set meeting goals before their last major event, reducing opportunities to prioritise target accounts and buying-group engagement.

• Pipeline ownership needs attention: Nearly three in 10 respondents reported no clear event pipeline owner, creating potential gaps between lead capture and sales follow-up.

• Event strategies are changing: 37.6% are moving toward fewer, higher-value events as pressure to demonstrate returns rises, increasing the need for reliable measurement.

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