Registration Now Open: a study in WGAS

I just got an email proclaiming “Registration Now Open for XYZSuperMarketingSummit 2014!” One of many that hit my inbox on any given day.

Stepping back, my first thought was: WGAS?

I have never attended XYZSuperMarketingSummit before, although I’m in their target audience. So an email touting that I’m now able to register for the upcoming event – without a hint as to why it might be in my best interest to do so – is at best a dubious tactic. And as was a recipient, I have to assume this went to "everybody in the database (hopefully opt-ins!)" or at least a much wider group of people than it should have.

What this really speaks to is a lack of thought behind segmentation strategy in event marketing. As seasoned event marketers know (and basic marketing ABCs dictate), past attendees are an event's core audience. If an event has traditionally produced good content and networking – core reasons people attend events – they will return, if not with every iteration of the show, at last with every other. To that end, informing this core of people know reg is open (and of course offering up an incentive as a way of showing appreciation for past participation) is a good, acceptable tactic.

Getting segmentation right has always been key to event marketing – and today, as technologies and audiences have advanced and matured it right is even more of an imperative. There is, of course,  no one answer to how to segment – your database is structured differently from anybody else’s. However, some of the key segments you need to be thinking about deriving specific messages to include:

• Past attendees: again, the easy segment. If you’ve delivered good product in the past, and done your legwork on maintaining engagement between events, getting these customers to re-purchase (both early and in large numbers) should be a key driver to continued success. If possible, consider sub-segmenting this out by individuals who completed event surveys (especially those who gave the event glowing reviews!)
• Cancels and no-shows: first, ensure these are filtered out of the above group (sending a “attend again this year!” to somebody who cancelled last year makes you look a bit silly). And you may want to split this between cancels and no-shows depending on the type of show and how granular you’d want to get. But a "sorry you missed last year, don't miss it again" message is worth exploring.
• Event-specific prospects: if you’ve delivered content around past events and captured leads, a strong subset of prospects – maybe not effective with a “registration is open!” email, but people who have expressed interested in content around the event should be high on your segmentation strategy, even if you didn’t convert them after they attended a webinar you did for last year’s event.
• Demographics: this depends on the type of event – if it has tracks or sessions that speak to a certain vertical, job roll or level, plan on segmenting and communicating to these individuals about how the event fills their specific needs. Think through this before implementing – it needs to come across as natural and intuitive to the recipient (don’t segment out widget manufacturers and talk to them if your event has one 50 minute session on widget manufacturing over the course of two days)

These are just a few general segments you should be including –thinking through what data you have on your overall database and how to segment them is an early stage part of developing your marketing strategy; getting it right is key to a great marketing campaign.

Good luck!

John

PS Please do share any general segments you feel have been helpful - always great to hear back!

“Who is Attending?”: Getting It Right

The Attendee Profile – answering the question “Who is Attending?” has always been an X factor for Event Marketers. It is a key metric exhibitors evaluate pre- post-event, and drives satisfaction with an event and influences re-sign decisions. I’m sure at one point you’ve heard feedback of “Exhibitors are not happy because there were too many vendors attending as delegates.” Or event attendees were “too junior,” “the wrong function,” or lacking in some other demographic.

To a point such feedback can be expected: you can’t please everybody. However, with exhibitors’ budgets coming under increased scrutiny, effective Event Marketing needs to focus on – and react to – not only quantity but quality of registrations in 2010. Gone are the days of getting X number of attendees in a room or a hall, patting ourselves on the back and saying “Well done!” Decision-makers in sponsorship circles are under increased pressure to prove and justify that their investment delivered the interaction, leads and conversions they planned for when signing onto the event. And that pressure, ultimately, falls on the shoulders of Event Marketers in the form of getting the right bodies there.

To help exhibitors justify spend, according to B2B Magazine, The Trade Show Exhibitors Association has formed an advocacy committee to push for the use of audits. [Yes, this is as ominous as it sounds. An audit, briefly, conducted by an outside organization such as BPA Worldwide, independently verifies the attendance figures claimed.] According to the article audits, which have been a mainstay in publishing for many years, are now being requested by a growing number of exhibitors.

Here are four thoughts, strategies and tactics you can – and should – be utilizing to leading up to an event help you ultimately, deliver a positive attendee and exhibitor experience:

• Event Marketers need to be engaged in the earliest phases of the planning cycle. You need to be on board in understanding and contributing to content formulation to ensure it aligns to the target market you are responsible for recruiting. Content is King: if you are seeking to attract VP-level attendees but content and sessions are addressing tactical topics … the VP you are targeting will see this and will send his subordinates. Game over.
• Best practice: Monitor. Make it a point to regularly review reports to ensure registrations are fitting the mold both in volume and demographics. Understand your registration patterns and continually analyze where registrations are coming from. If there is a list, internal segment, social media source or channel that is drawing too many or too few of the right/wrong attendee, be nimble enough to react.
• Work with your sponsors. As I wrote in an earlier post, this takes time and effort, but working with exhibitors – in coordination with your sales team – to engage them in reaching out to their contacts is important. There is certainly pushback and challenges around executing these efforts, including “why would I want my client on the show floor where my competitors are?” The message should be around your seamlessly working to invite their prospects - the message being “Wouldn’t you like that prospect that’s been in your pipeline for six months at the event?”
• Leverage Team Send. Develop an incentive: once you have a “good” contact registered, engage them in inviting others. Pending bandwidth, this is a great opportunity to roll out the “white glove” approach to people who have committed to your event. A phone call or personalized note is both a great CRM effort and works toward building ancillary attendance.

As a side note, nothing regarding event attendance communications should happen in a vacuum. All team members who interface with event participants need to be on the same page regarding what is communicated, whether the interaction is with exhibitors/prospects, press, or even other attendees. This includes working, and communicating, cross-functionally throughout the course of the campaign, discussing variations in demographic trending - what and how to speak to unavoidable changes in this trending. These can be difficult discussions, but ones that ultimately serve the betterment of the event in the end.

Good luck!

John

'Tis the Season for Retention

The plethora of Top Ten Lists are out – either Trends for 2010 or Best/Worst Lists of 2009. As you’ve probably perused enough of these lists at this point, I’ll truncate and offer my list of One Priority that Event Marketers Need to Focus on in the Coming Year:

1. Retention

Given the year the economy – and in turn the events industry – has been through, it is time for Event Marketing leaders to strategize and make an investments in developing and implementing strong attendee retention strategies. In many cases, event marketing has been in “churn mode” for too long – continually putting time, effort and investment into attendee acquisition activities without a plan in place to manage attendees post-event. Part of this is understandable – managing the frequency and volume of events from a marketing perspective is a daunting proposition. However, now is the time to develop, execute and – most importantly – stick with – a retention strategy to ensure long-term survival.

Why now? A couple of reasons:

1. Cost – although there is not a set metric in place, it is more expensive to acquire a prospect than it is to retain them – in other words, bringing a cold prospect through the entire AIDA cycle costs more than a person who is already beyond, at least, the Attention/Interest phases. (Tracking and testing the cost per attendee without any retention initiatives in place vs. how the initiatives impact the cost is also important – if nothing else, as an internal benchmark.)

2. Reputation – A retention program in place will re-focus your communication channels so that they map to the various audience segments you define. As you learn more about your attendees – their functionality, buying patterns, needs, etc. – and develop actions around this knowledge, it will lead to their receiving and (hopefully) registering for future events via the channel and timing they prefer – and will decrease push communications and, by extension, challenges around today's SPAM prevalent environment. Having a program in place will also, almost by definition, ensure a new focus placed on the customer/attendee - pre-event, onsite, and post event, cross-functionally various stakeholders should be working to ensure there is a renewed urgency on customer satisfaction (especially if the emphasis on Retention is coming driven top-down!) if the strategy is to encourage them to come back next year/for another event.

3. Most importantly, The Tools are There: Database modeling services have been with us for a while; however, over the past year Social Media had developed into something that can provide Event Marketers with a number of tools to effectively incorporate into a retention strategy. Facebook fan pages and groups, LinkedIn groups, Webinars, communities built with Ning, YouTube, Twitter, Slideshare, etc. are some of the portals that can be utilized to share information and knowledge and keep your contacts abreast of your content and activities. (Of course, traditional offline and email channels are part of the mix as well.)

How you do it is up to you – but the timing is right for you to plan and execute on this. And do plan for the long-term – results, by definition, will not be immediate, but will be worthwhile.

Good luck!

And all the best for a Happy Holiday and a terrific 2010!!!

John

Event Marketing Shouldn’t Overlook Onsite Surveys

I’ve been involved with some onsite event evaluations of late. It’s absolutely not the most exciting or engaging topic but one worth revisiting, as I’d suggest it’s an avenue too often overlooked in gathering marketing intelligence.

As I think about it, I do not recall seeing an organization which engaged the Marketing Department in developing these surveys – they are seen much more something to be handled by event producers focused on content and operations teams’ looking for feedback on the physical attributes itself. Which is fair enough, there is an inarguable need for these as feedback channels. However, marketing needs to be proactively involved in the formulation of the survey as well.

For example (and not to be critical of it), the survey I refer to above was multiple pages. The attendee was only required to answer one or two questions on many of the pages, the fact is that as an attendee, I would have been daunted by the size of it. And many people who responded were – reviewing these particular surveys, few were complete. In addition, within the context of the questions – which drilled down on food, venue, whether attendees preferred standing microphone, roving microphone, written question, etc. for Q&A did not ask the simple question: “What was the most valuable aspect of this event for you?” Again, this is not to be critical of this particular survey, I’ve seen many which have, in not having marketing input, have missed out on a chance to gain key insight.

And as Marketing Departments get more involved in the onsite survey development, a few thoughts to leverage their effectiveness: 

• Vet the survey prior to printing: Onsite surveys are, by definition, an inward-looking document, and it is too easy to get involved in internal thought/process in formulating questions. Give the survey to an outsider – spouse, friend, etc. – and ask “does this make sense to you?” The input from an outsider can be eye-opening.
• Ask actionable questions: drill-down questions are fine, but ask and include questions you can influence or provides insight to help you deliver a better product. In some form (graded scale, Yes/No, etc.) questions like “what is the value add?,” “why did you attend?,” “how did you first hear about this event?” (Even more important as the influence of social media grows) are invaluable.
• Think through formatting: This can be tricky, but make sure responses to questions all receive equal treatment in layout. I recently saw a survey with a fairly benign question with response heavily weighted towards one answer – and I could not help think it was because the response was positioned at the end of the question, with the remaining dropping down to the next line.
• Think green!: There are a multitude of online survey tools available; if you have not already considered it, think about using these as opposed to paper surveys. Outside of saving forests, this presents quicker response time, better ability to analyze responses, etc. I was at an event where a colleague with a hand-held got his Survey during the event’s evening reception. Certainly made the survey front-of-mind for him!

So again, as 2009 winds down and 2010 ramps up, one small “to do” for event marketing leaders to add to their list of New Year’s Resolutions is go get pro-actively involved in the onsite survey development and dissemination processes.

Good luck! And Happy Thanksgiving to those stateside!

John

Nothing Succeeds Like Success

I recently had the opportunity to observe the development and execution of a successful event (yes, there are still successful events to be held!), Econsultancy's Peer Summit. Held in New York City on October 8, the event was invitation only, and ended up first selling out attendance prior to the event, and secondly seeing very little attrition on-site (quite a coup, given the event was complimentary).

Some background: the Peer Summit was the introduction/launch event for Econsultancy in the U.S.; Econsultancy, headquartered in the UK, is a community-based publisher, focused on best practice digital marketing and ecommerce. With an office in the U.S. opening earlier this year, the event was a vehicle to deliver its value proposition through the event's content a roundtable-discussion based format.

So why did the event succeed? It was essentially a lesson in back-to-basics – the ground-floor underpinnings that have traditionally driven event marketing success. But it's a lesson worth reviewing as the events calendar wraps up the 2009 season and moves into 2010:

1. Keeping goals and objectives reasonable: One of Econsultancy’s challenges at the outset was that it was a launch event. To that end, they set reasonable expectations and goals regarding attendance. Econsultancy has run several Peer Summit-type events in Europe; rather than assuming they could replicate their success in the US immediately, Econsultancy planned and budgeted a more reasonable attendee number. As importantly, this audience quantity (and quality) was communicated to event sponsors, so expectations were aligned across the board.
2. Defining the product (event): The Peer Summit was not meant to be – nor communicated as – an “all things to all people” endeavor. It had a defined target audience and communication plan geared to attracting client-side digital marketing executives. Being a one-day event in New York City, marketing was targeted to local executives. There were no delusions that individuals would flock from across the US to attend. And as an invitation-only event, the audience was specific. This admittedly can’t be as controlled at a paid event – but it does speak to ensuring that in whichever event scenario is being planned that key audiences and correlating outreach is identified.
3. Having a contingency plan in place: The event did not necessitate a last-minute scramble for delegates, as there were specific tactics in place and executed upon to drive and retain attendees. Secondary plans were also in place – so if there was a need for ancillary activity, these were defined.

While this is an over-simplification of what produces a successful event, it is certainly the components at the core. If any of these elements are missing in the strategic marketing and execution of an event, said event is certainly inviting itself to challenges … ones that can make the difference between struggles and … success!

Good luck!

John

What's the (Price) Point?

I don’t usually ask questions that I don’t know the answer to but in this I case will. Because, frankly, I would argue that the events industry as a whole does not have a firm sense of what the optimal price to attend an event is. As discussed in the last post, part of this is the variety of events in the mix. But not defining (or understanding) what price would maximize an event’s profit margin (as a function of price and attendee volume) is leaving money on the table.


Historically, a point at which a typical event price emerged. For a two-to-three day event organizations charged approximately $1,195 to attend a 2.5 event in 1995. I don’t have any visibility as to how this came about, and can’t comment on it. The issue, and the point of this post, is that from that point, there has not been a slew analysis placed on pricing strategy across the industry. I’ve seen and heard of many organizations, in the course of planning events, base pricing on:

• A need to deliver margin (“We need to generate $XYZ more revenue – let’s increase prices $100!”).
• Comparative/competitive landscape (“ABC Conferences upped prices – so let’s do the same”).
• Just because-ism (“We didn’t increase prices last year – let’s increase them this year”).

None of which comes anywhere close to promising that you are maximizing the profit margin attainable.

Calculating the optimal price – and/or price increase – is inarguably challenging due to the variables in play. Specifically, the number of attendees you draw also impacts sponsor satisfaction. So if you do some serious number crunching and determine that increasing prices $300 increases your profit margins BUT decreases your attendance by 10% (the decrease in volume offset by the increase in revenue) is all well and good … but asking your sales manager to explain that to their exhibitors is a different story.

I’m not going to detail price point calculations here – Google lists many options for free calculators. A key element these calculators require, however, is the price elasticity of your event/product – or, knowing the answer to the question “if I raise my price by X it will impact attendance by Y.” There are free tools available to calculate this as a “what if” scenario as well, but to truly answer this question, pricing needs to be tested on a continued basis - even and especially within one event; variations in topic, audience, and calendar are all variables which would impact analyzing two different events at two different price points.

Overall, strategic pricing holds various functions in an events organization – different prices addresses different level audiences and communicates a level of value proposition. But in the context of the overall events environment, event marketing managers need to know and guarantee that the product they are marketing is being sold at the price which delivers the highest value to the organization. And this is based on understanding the impact of price changes to overall attendance. Learning and knowing this will go a long way towards increase profitability – and adding to your value in the organization.

Good luck!

John

PS - Do note a "Share" button has been added to the upper left - so please feel free to share this and future/past posts among colleagues!

Social Media & Event Marketing Part IV: Video, Pictures, Presentations

There are a myriad of other Social Media platforms that can be used in the course of Event Marketing; previous posts on LinkedIn, Facebook and Twitter were a look at the larger Social Media sites driven by community. There are also portals which provide plenty of opportunity to make your Event Marketing initiatives to viral – and which should be used to work hand-in-hand with the above sites – to build a well-rounded environment to attract and convert prospect and retain and engage attendees, enhancing your overall Event Marketing initiatives:

Blogging: There are a variety of options in this area, including WordPress and Blogger. There are enough articles debating the merit of using each one, but from what I have read & understand, WordPress is suggested for corporate blogs. (I originally signed onto the Blogger and have not had issue to switch.) There is, of course, also the option of a proprietary blog, pending your internal resources.

Presentation sharing: the SlideShare portal affords the opportunity to upload and share a variety of documents – PowerPoint, OpenOffice and Apple Keynote presentations, Microsoft Office Word docs, Excel spreadsheets, iWork pages and PDFs. While you of course do not want to give away an entire presentation's worth of content prior to an event, much like a pre-event Webinar (see below) this is an avenue by which to show off the great content you are providing attendees through summarized presentations. You can also set up SlideShare to share documents with a proprietary set of individuals, for example to be used for onsite or post-event sharing. This is also a great opportunity to share presentations for sponsorship marketing initiatives.

Photo and Videos: Flickr and YouTube have exploded in popularity for photo and video sharing (Flickr handles both). Onsite pictures and videos of networking, keynotes/presentations, etc. certainly fall into the “a picture is worth a thousand words” category in communicating the feel and value of an event. As video is dynamic, it can (and has) been used in a couple of ways – both as a produced video creating buzz about an event, as seen for in TED event clip, and providing content, as the Gartner video demonstrates. In either scenario, brevity is important, keeping the viewer engaged and showing the depth and breadth of the event with either tactic is the goal. And of course ... do wind up with a call to action!

The real key to success to all of this is planning and execution: integrating the above, plus the previously discussed channels, into an overall Event Marketing communications strategy and stream. Specifically, you need to ensure there are plans and people in place to link and integrate video, blogs and pictures from your event Facebook and LinkedIn pages, that team members are tweeting about these, and that these links are prominent on the Event Web site. As well, links and call-outs should be included in your traditional direct marketing channels when utilized (email and direct mail), encouraging prospects to engage and follow wherever possible. This also provides the benefit of these communications shifting form a straight push for event attendance to promoting the Social Media option as this becomes part of the marketing mix.

And as previously discussed, a secondary element will be leveraging the communities built post-event – scheduling and executing regular discussions, blogs, notes, etc. – to ensure the attendee (and prospects) are, in fact, part of an ongoing and thriving network, not individuals on a promotional cycle spoken to in the context of a campaign. In short, work to utilize Social Media as the unique tool set leverage your Event Marketing prowess.

Good luck!

John

Social Media & Event Marketing Part III: Twitter

The latest craze in Social Media is, of course, Twitter. I’ve been asked (and have been known to offer unsolicited opinions...) on my take regarding Twitter for Events Marketing - in brief, it is that once the dust settles, Twitter will develop into an important medium for pre-event, on-site, and post-event marketing. The novelty of Twitter will wear off, people will cease Twittering about combing their hair, and businesses will utilize it as a key business marcom tool.

[Update] - Part 1 of the series (LinkedIn) can be found here. Part 2 of the series (Facebook) can be found here.

I envision using Twitter for Event Marketing in three phases: Pre-Event, Onsite, and Post-Event – each with a different strategy to support the event overall.

The first thing to be done (if you haven’t) is to set up a Twitter profile. The suggestion here is to make it event-specific (not an overall organizational Twitter identity): @JavaOneConf, @heath2con and @etech are a few examples worth checking out (and following). Make sure the profile is complete and descriptive, the URL to your site is included, and that event logo, graphics, etc.

Pre-Event - Set up and gain followers:

• Establish a team of Tweeters (!) – Ensure there are individuals in your organization who have signed on and who agree to provide regular content-based tweets (this can include related articles, etc – not content specifically related to the organization. Twitter is, after all, about sharing good information.)
• Establish a hash marks for your tweets and use them.
• Using the search function for keywords of titles, content, etc. keyed to your event and see who is talking about them – and follow them.
• Join … or form … a Twibe . A Twibe, simply, is a site of Twitter groups.
• Ask attendees, during the registration process, for their Twitter IDs and encourage them to follow yours for updates, information, etc.
• Include your Twitter identity in all communications – emails, the Web, collateral.
• Most of all – Tweet. Putting out consistent, quality tweets will build up quality followers.
• As you build followers, include event-specific information – both content and promotional – in the flow of Tweets. Twitter isn’t a promotional channel, but including a tweet about hotel blocks closing in the mix of a link to a podcast, keynote interview, etc. is certainly acceptable.
• Ask questions – and solicit responses – from followers as a way to engage.

The overall aim is to build and maintain follower engagement and provide you with a voice to both demonstrate your value and communicate about the event as an integrated stream.

Onsite - It's a party and you're the host:

• Make sure your “Follow us on Twitter” message is well publicized: signage, collateral, screens, agendas, and session slides.
• Encourage attendees to Tweet their experience/thoughts in real time (and that they reference your @name!) This is a key way to gauge thoughts, address challenges, and proactively ensure the experience is top-notch. [There is software available that provides feeds of people Tweeting about your company, making the tracking of this easy – see note below]
• Keep attendees informed by Tweeting information on sponsor receptions, keynotes, networking opportunities – in short, use to quickly communicate with, and add value to, every attendee in real time.

Onsite, the goal is the conversation – a real-time conversation between you, attendees, sponsors and speakers. I’ve heard (more than once) Twitter described as “a conversation at a party” – which I don’t particularly subscribe to; this is one arena, however, in which such a utilization would – and should – apply. Do keep in mind – you’re the host of the party, so use ultimately ensure Twitter is used to make sure the guests go home happy.

Post-Event - keep the engagement going.

• In short, Twitter should be a continued communication tool – continue the pre-event content Tweets on a regular basis as a continued dialogue with your followers.
• The event itself has provided you a ton of new content which can be packaged into video and audio clips, PowerPoint downloads, and white papers – which can be small content plays to Tweet.
• And of course, as planning for the ensuing event commences, Tweet about it, solicit questions re: content, surveys - in short, use it to help build content and momentum from the outset of the event planning.

One thing to remember about Twitter is that is not something that can be up and running overnight…in other words, it is not a tool to incorporate four weeks prior to an event to combat lagging attendee numbers. You need a Twitter presence, and you need perseverance to gain good qualitative and quantitative followers.

The Wall Street Journal recently posted an article detailing key software that enables you to fully leverage Twitter through tracking links & Tweets, as well as scheduling posts and managing tweets. A good summary of what’s out there to augment your Twitter efforts.

Good luck!

John

P.S. And please do follow me on Twitter!

NEW INFO (6/19) - B2B Media Business just wrote an article on companies incorporating Social Media into Events - check it out here. Includes a quote from my friend and colleague Mark Fissell from Gartner.

Social Media & Events Marketing Part II: Facebook

To follow up on the recent LinkedIn post, Facebook is a social networking tool to consider and evaluate in the Event Marketing arsenal. Honestly, while I am not fully sold on it as a B2B and events medium - it strikes me as a site that has gone through one continued “identity crisis” after another – given its size it is an avenue to evaluate in developing your social media marketing strategy.

Facebook provides three separate features to be utilized by Events Marketers to develop communities around events: Fan Pages, Groups, and Events. A synopsis and some examples [before proceeding - you need to have/be logged into Facebook to access most of the following links]:

 

Events:

 

Simply put, the Event app details an upcoming event, and affords individuals to indicate if they are attending – similar to the events area on LinkedIn. [Note – Events can be added from Groups and Pages – if your intent is to utilize all features, you don't need to create a stand-alone event] The similarity to LinkedIn ends with the basic setup, however; the Facebook Event app is more communal, offering areas for visitors to post links, video, and discussions. An example of an Events page is The Conference Board’s Organization Design Conference. Do note TCB’s use of a discount in association with Facebook – a method to track response through this page. In setting up an Event, some quick thoughts:

• Similar to LinkedIn, use it to gain business intelligence from individuals who both indicate they are planning to attend AND are not attending – this is invaluable knowledge.
• Use this area for pure event news and updates (and use Fan Pages and Groups for content delivery)

Regarding Groups and Fan Pages, one issue to note up front: there is an ongoing discussion and, frankly, confusion, regarding differences between the two and when to utilize each – Howard Greenstein covered this quite well in Mashable; I’d suggest giving it a read. In the end, my suggestion would be to them in conjunction with each other.

 

Groups:

 

Incisive Media uses both Facebook Groups and Fan Pages as SM channels to promote events. As Christian Georgeou, a Marketing Manager of Interactive Marketing at Incisive's Search Engine Watch explains, “social media remains a great way to simply communicate.”

Their Search Engine Strategies Conference & Expo group page includes areas to post comments, videos and discussions, as ways for individuals interested in the topic to interact. As Georgeou notes, “Ahead of and after shows Facebook is a good way to let our audience share their experience... the good, bad and the ugly. Also they themselves become a great source for others who are interested in learning more.”

 

A specific advantage to establishing a Group is its email capability – the group administrator can email to up to 5000 members, which can be a key channel for marketing communications. (Fan Pages do not have this capability). A challenge with Groups, however, is that its structure is rigid in comparison to Fan Pages: there is not the capability to add other applications. As well, as Greenstein notes, a Group is linked to an individual – so communications and updates are linked to individual activity. Given this, my suggestion would be to:

• Have a Group administrator be a key, recognizable name –a key content provider/speaker – to enable messages to come from a known name (similar to “from” lines in email communications
• Establish Groups for key audience segments – Event Alumni, for example – to engage and interact with individuals who have a key, shared experience.
• Post content key to the sub-segment – do not just replicate what is on the Fan Page.

Fan Pages:

 

The Fan Page is the key feature designed to communicate event value to a larger audience. Search Engine Strategies Conference and Expo series launched a Fan Page two weeks ago, and currently has almost 400 Fans. Georgeou notes the Fan Page “acts as a resource for people looking to learn more on Search Engine Marketing ... and includes daily/weekly tips and suggestions, and articles out to people hungry to learn more.” As noted, Fan Pages can add applications (i.e. this Fan Page has polling, lead generation through email collection, and a You Tube video box.)

 

The challenge is there is not outreach capability associated with Fan Pages – the intent is building and developing a Fan base (virally) by joining your Fan Page, ensuring your team joins as well – so their friends see and join, etc.

 

A big advantage (not in Groups) is that Fan Pages are indexed by external search engines, Groups are not. And, otherwise:

• Use a Fan Page to deliver solid content around the event – video, blog links, interactive polling, and discussions – all with an eye on building Fans (making the event more visible in Facebook search.)
• Of course, invite people to JOIN and become a fan!
• Link your event to the Event through the Fan Page (and Group).

In short, utilize Facebook for the three-tiered communication channel it offers: to communicate specifically about the Event, to develop and offer value to key audiences and Groups, and, in building a larger community, Fan Pages as a key vehicle for demonstrate the terrific experience and content your event will deliver on site.

 

Good luck!

 

John

 

PS - I'll be covering other SM areas for event marketing - do reach out to me directly if you have stories, tips, best practices, etc. to share (or things to avoid!)

Metrics, Metrics, Everywhere (Which one(s) do you use?)

I recently read a thread of marketing executives’ input regarding which metrics they utilize to measure the success of events – and was struck by the variety cited. Part of this is perspective: pending your involvement and responsibility – whether your role is as an Event Organizer (driving attendance & sponsorship sales), or Event Sponsor (driving marketing/booth activities), ‘a successful event’ can intuitively have different marketing metrics. My take is that the metrics for “success” should align across both marketing roles (event organizer and sponsor) and functionalities to ensure delivering an event with a high-quality value proposition for all involved.

In the above-noted thread, there was a consensus from Event Sponsors that lead generation is the top metric. Which is understandable – investment and participation as an Event Sponsor is a business development activity. From this agreement, however, thoughts deviated: Event Sponsors noted tracking leads/qualified leads, conversion, information requests, booth visits, revenue, and, ultimately, ROI as metrics. These are interrelated, yet separate ways to measure and evaluate success at an event. (It should be noted that the format of event – whether a trade show, seminar, or Webinar, for example, comes into play regarding the metric used.)

Interestingly, there was nominal mention from these Event Sponsor marketers referencing pure event volume. This is a disconnect: volume is a key metric for an Event Organizers’ marketing team from a revenue perspective. The drive to volume is augmented, in general, by the Event Organizers perception that their Event Sponsors want volume, volume, volume. From the comments I read, however, this is simply not the case. Event Sponsors are looking for volume only as a numbers game – the more attendees, the more opportunities for qualified leads.

A couple of marketers noted using revenue (and/or ROI) as a metric. This is the truest consistent metric for both Event Sponsors and Organizers – but it is also the one requiring the most coordination and alignment to establish. As one person noted, “There can't be finger pointing about marketing giving sales good leads they don't follow up, or sales saying the leads were really no good.” In other words, a strong sales and marketing relationship is essential. (An additional challenge is how to factor re-sign revenue – a traditional Event Organization metric for sponsor sales – within ROI calculations. The thought here is that while it is a KPI for the current year, the revenue would count toward next year’s ROI.)

There were and are other metrics noted in the discussion – reputational/press activity, site activity pre/post event, word-of-mouth activity and measurement being some. While fluctuations in these factors can be indicative of participation in an event, these are softer measures – and more challenging to develop.

In short, metrics for a successful event are more than a numbers game – it is an activity, from the Event Organizers’ side, of generating quality attendee volume (with re-sign and cross sell potential) and sponsor revenue (with renewal potential) – with the measure being ROI (either against the marketing spend or all costs). From the attendees generated, the Event Sponsors’ metric is more than lead gen and conversion numbers – it is the revenue generated from these leads measured against investment in the event. Again, this all requires alignment and coordinated interdependencies – but will ultimate deliver positive results for all parties.

Feel free to add your thoughts, best practices (and things to avoid!) in establishing and measuring your mertics - keep the dialogue going!

Good luck!

John

Social Media & Events Marketing Part I: LinkedIn

How do effective events marketing professionals use - and choose – from the myriad of social media sites available today? How Event Marketing leaders manage these channels effectively –and keep current on the latest offerings - is a growing responsibility. Upcoming posts of The Event Marketing Insider will explore Social Media and examples of its effective use, and the challenges faced, by events organizations. Update: Visit Part II of this series detailing utilization of Facebook here.

LinkedIn is the granddaddy of professional social media sites, because of this it’s the main one to include in your marketing communications arsenal. The Events team at Gartner, for example, has utilized LinkedIn over the past two years, using both the Groups feature and the Events module to build community, engage prospects, and communicate germane content and event information.

The key benefit to establishing and managing an events-related Group is that it provides a channel and a core community of prospects - individuals who are engaged in, aware of, and/or curious about your offering - for Marketing communications. Two examples of Groups Gartner has established, the Gartner Business Process Management (Xchange) (900+ members), and the Gartner Information Security Summit (250+ members), employ the full functionality of this feature, particularly focusing on Group Discussions and News Items. Group owners Tracy Runko (Gartner Information Security Summit) and Juan Fernandez (Gartner Business Process Management (Xchange)) have used Groups to post discussion questions, deliver germane Gartner content, link blog postings from Gartner analysts and deliver content from other group members. (Another option both are exploring is using LinkedIn Polls both to engage and generate discussion points for the group - or on-site at the event.)

Both Fernandez and Runko agree that a main difficulty they face is engaging members participation in discussions. While they and Gartner analysts actively post discussion topics and news items, generating responses to these threads has been a slow going. There may be a number of reasons behind this – from concerns regarding sharing competitive information to bandwidth to participate to an individual’s comfort level – the lesson to be learned is that even while ensuring posts are content-based, engaging, and invite response/discussion, generating ongoing conversation is a challenge.

Fernandez notes “where do we go from here” is another question he wrestles with. Having built a respectable community (as he notes, the Group appears on the first page of search results due to its size), engaging members on an ongoing basis is important to avoid having the Group perceived as a pure push promotional tool. To that end, an additional thought: in establishing a LinkedIn Group, take the time to gain cross-functional buy-in and agreement to submit content – as you will need a team to continually contribute content to the Group. (The last thing you want is a group with no activity!)

LinkedIn also offers an Events module which can be added on the right rail. This module maps the user to relevant events and their details, including dates, location, pricing, event Web site, and target audience. While very template, the Event pages are searchable and, importantly, lists keywords (so in using this feature do, think keyword usage through.)

From a user perspective, one can indicate whether or not they are attending a listed Event, or if they are “interested” in attending. This information, posted to the user’s profile, but is also key intelligence and information for the Event Marketer. You need to ensure proper follow-up mechanisms: that users who indicate they are attending your event are registered in your system (lest they think clicking “attending” on LinkedIn signs them up), and that “interested” people are followed up with. Individuals who indicate they are not attending can also provide marketing intelligence. As a point of reference, view Events sites for Gartner Information Security Summit and the Gartner Business Process Management Summit. Of interest/note: the Gartner Information Security Summit offers a discount to people who register utilizing a marketing code; the BPM Summit page notes early bird pricing discounts – additional tactics to be considered when setting up a page.

In short – LinkedIn has prime features and modules to engage and build community among prospects – but take the time to plan and think through how these groups are used: this is not a tactic to undertake a month before and event, it is an increasingly important part of an event marketing strategy. Continued content, discussions and interaction year round will build brand equity around your event and content – and add an important asset to your marketing arsenal.

Please do share your thoughts and experiences on using Social Media for your event ... may be fodder for a new LinkedIn Group!

Good luck!

John

Is Testing Part of Your Email Campaigns? Survey Says "No"

In April I blogged about utilizing legacy marketing practices - particularly testing - in online marketing campaigns. This subject was recently highlighted in B2B Magazine’s online edition, which detailed a white paper published by Experian Marketing Services, A guide to effective email testing. In its introductory remarks, the paper cited research published by Forrester Research last October, Benchmark your Email Organization, noting that 20% of respondents surveyed for the report did not test email at all, and 55% reported limited or ad hoc testing.

Quick math: that leaves 25% of the organizations responding reporting a continued email testing program. And that’s across industries – I would venture to guess, unfortunately, that in the Events arena those numbers are lower. Given the constant churn of events and campaigns, event marketers historically overall have focused on developing and managing ongoing testing strategies. Which is a lost opportunity to gather some hard intelligence on your prospect base.

To that end, given the challenges the economy and the events industry is facing, I’m stressing to you, the reader, that you need to take the time to establish and execute a testing strategy for your upcoming email marketing efforts. This does not need to be a complex, multivariate test; gaining quick, actionable data on elements that can be rolled out across a portfolio of events should ultimately be the goal.

Suggestions in the Experian paper, and their applicability to the Events industry, include:

Timing Tests: There is always debate over what information prospects need and when – add to that optimal timing (and promotion) of early bird deadlines and this is an area ripe for testing. The reality is timing will vary pending segment – but gaining insight on when to best send each communication is a key piece of knowledge – the potential for increased view/clicks is invaluable. This test can be time of day, day of week, weeks from event – or a combinations of these (as long as a large enough sample exists.) You can also drill down into what list segments respond best at what times.

Subject Line Tests: These should be done across a spectrum of events and over time to gain aggregate results. There are a variety of elements that can be tested: Experian suggestions include personalized vs. non-personalized, offer vs. no offer, short vs. long and branded vs. non-branded. One important facet I would include is push vs. pull – an ‘announcing XYZ event’ vs. ‘learn about XYZ’ – logic would dictate the second would pull better – but you won’t know until you test!

Creative Tests: An opportunity to test different creative schemes – but also to test HTML vs. text/non-image HTML. As the world moves toward mobile devices, images are blocked, etc. you may find that plan text messaging is the most effective for either the audience overall or certain segments of the audience. (Note: The metric for creative testing is clicks, not opens.)

Offer Tests: Test Early Bird price points, group price tests, testing premiums, etc. – send offers with various price breaks – and some with no price breaks – and see if discounts have an impact – if the answer is ‘no’ think of the retained revenue!

And again, test one element at a time (or two – i.e. testing four datasets and testing subject line and creative) – beyond that you are in the arena of multivariate testing – not impossible, but not to be tried without input from a third party or colleague versed in statistics to validate this scheme.

So take the time, set up your tests – and become a better marketer with the results!

Good luck!

John Gibb

This Is Not a Test!

It’s an article about testing.

In a recent article in BrandWeek, Karen Gedney was interviewed for some pointers on tricks of the trade in today’s online marketing environment. As the article points out, behind all the buzz about online marketing lies … principals of Direct Marketing 101. The legacy tactics may be in decline – the Age of Spray ‘n Pray is behind us – but testing, digging deep into results and incorporating them into future campaigns or efforts is still what it’s all about.

In my early experience working at Global Business Research, a conference company, we were constantly testing list segments and acting on results. However, I decided to test paper stock – we (and other events organizations – which operated in a “me too” environment) traditionally printed brochures on 80# coated stock. I decided to test uncoated vs. coated – obviously would not have shiny brochures, but would it impact attendance numbers? End of the day it didn’t – a simple A/B between the mail drop produced no variation in registrations; moving forward we saved $ by printing on uncoated stock.

Obviously testing can be more complex – while at Gartner I hired Karen for her creative services for several campaigns for us, including one in which we tested single vs. dual campaign communication for two events running a week apart which had a large audience overlap (another issue for another day).

Today, of course, the Internet has brought testing to a new level – both in timeliness and complexity. Results can pretty much be gleaned in real-time now, and action (if need be) taken much faster. To that end, a couple of quick suggestions on methodology:

• Keep email testing simple, utilizing A/B splits to test subject lines, messaging, offers, etc. independently of each other. Get a grip on one element before testing others. Given the challenges in generating clicks and views via the email channel, I’d suggest keeping it simple – as numbers will be relatively small, you want to have a good sample size from which to make decisions.
• Use your Web site for more complex multi-variable testing. Work with your internal Web team to ensure proper analytics are in place (and work with someone versed in statistics to ensure the test is viable), and use the Web to test headlines, copy placement, images, etc. – with the ultimate driver of course being registrations (although measure of leads generated vs. conversion is also a good metric.) Your site visit numbers will be more robust than email results, so take advantage of the larger audience to gain insight from larger datasets.

In short, use online marketing as a channel – but keep the legacy practice of testing in place as you develop and roll out your online initiatives!

Good luck!

John

P.S. Thanks for all the positive feedback I’ve gotten on http://www.johnsgibb.net. In the process of working on some additional efforts – stay tuned!

Corporate Culture: What’s in the Petri Dish?

The culture at any Events group is a unique dynamic. It’s working in an environment that is fast-paced, multi-task oriented, and requires different functionality to manage multiple products which are in various points in their lifecycle. A lifecycle which is particularly short – I’ve been in environments where they have been from three to eight months from inception through completion.

Given such a pace, I have not seen a lot of opportunity for introspection on how culture – from a top-down level or on a peer level – can and does impact the marketing function on a structural level. To that end some thoughts on organizational structure for marketing executives on various levels of the org chart.

First, senior management absolutely needs to be a strong advocate for the marketing function for the Events group to thrive. An event has several voices contributing to its success – from logistics to content to sales to marketing; senior marketing management needs to ensure their team is perceived as an equal player, not an internal service provider. A few quick questions to ask yourself:

• Is your team provided the proper voice at the inception of event? Your team not only should have metrics regarding the effectiveness of marketing campaigns, channels, etc. – they should have – and should be encouraged to undertake gathering – information on facets such as marketplace trending, and verbatim testimonials. Information which should roll up into the earliest strategic planning meetings. If your team is getting a hand-off on a campaign after dates, themes, and settings have been determined – which I have seen in multiple settings – the timing is too late; you need to ensure their strategic and tactical knowledge is influential throughout.

• Does your team influence decisions impacting all facets of the attendee experience? Marketing is assigned with driving revenue through attendance and sponsorship – too often, without influencing experiential facets of attendees and sponsors. Note I say influence – obviously other groups can – and should – have control over these elements. But your team members should revue and comment on these elements to ensure brand communication (and communications in general) are consistent.

• Is your team engaged with the on-site experience? If not, they should be. I have been in environments where this is both encouraged and an afterthought. And where it is encouraged the results are invaluable and speak for themselves. The on site experience: having your team members talk to attendees, gaining testimonials, attending sessions, interacting with sponsors first provides you knowledge which is otherwise not easily gleaned through other sources, and secondly develops and hones key skills of your team members – enabling them to further learn subject matter, and to better interact and communicate.

I’ll jump into ideas for marketing managers themselves next time (I’ve promised myself not to go too long on these!) But the central message for senior management is simple: Be an advocate for your team – continually monitor to ensure they are being properly utilized to best benefit the events group as a whole.