target personas


How to Get Your Freebies to Pay

Many of my publisher clients offering events have found that one of the main hurdles they face when launching an event is the challenge of converting customers – often accustomed to free content – into paying conference attendees. You may have also have this problem as a non-publisher if you are trying to upgrade expo visitors to conference delegates.

How is it possible to get freebies to pay?

Getting people to pay for something that once was free is always a challenge. But it’s possible if you follow the right plan. My prescription for making it happen is:

 

Get to know them

When connected digitally with clients, it’s usually a one-way conversation. To earn your revenue- growing chops requires getting to know the prospective spenders. That means picking up the phone or getting on the plane and visiting. What do you have in your event that offers value for which it is worth paying? It might be an event where they can mingle with like-minded people is enough to get them to come, or it might be specific information they need to know delivered by experts. But be clear as to what problem your content is targeted to solve and focus on those for whom that is an issue.

 

Know Your Target Personas and Personalize Your Messaging

Do you know your prospective customers and what they want? How are you going to start the awareness stream that shows your event has value and motivates those people to register? Make sure that you’ve built customer archetypes (known as “target personas”) and that you are segmenting and personalizing your messaging in ways that communicate like you are having a one-to-one conversation every time consistently with an expert ‘voice’, not an intern who doesn’t know what they are talking about…

 

Have a one-page value sheet

If you’ve done all the above work, it should be easy to build a one-page value sheet, specific to each target persona, and ensure that it’s easily available to those targets. That tool is what will help them convince their bosses to attend. Make sure it’s easily found and communicated.

 

Build exclusivity

Everyone wants to feel special and believe that they are getting something that their peers cannot get. Build this into your offer and reward people for the behavior you want to encourage (e.g. registering early.) That means offering discounts, private meetings with key speakers, tchotchkes, etc. If you’ve done your homework, you’ll know the likely targets and what these offers should be.

 

Getting freebies to pay requires both thought and a commitment to a make it happen. But it’s very doable. So, get it done!

 


Is There an Attendee Acquisition Disaster in Your Future?

Having just read an article on GDPR that suggests a silver lining for the events business can be found in that new EU regulation, I’ve concluded that the author is right for the most part, if you have a solid data strategy. But if you don’t, welcome to the nightmare.

Why?  If you follow good marketing practices, then everyone to whom you are actively marketing is either a past customer or those who’ve opted in to receive your messages. That means, presuming that if you have multiple events and/or multiple modes of communication, you are only sending outreaches to your prospects in ways to which they’ve explicitly agreed and about matters for which they’ve agreed to be contacted. For example, you would not be sending emails promoting an event to those who have only opted in for a newsletter.

 

Bad Practices Will Cost You

This means there should be no unauthorized adding of names to a database, nor the harvesting or scraping of names from different web sources to populate lists. It also means there’s no sharing of names between partners (without explicit permission of the prospect) nor the adding of names obtained via business cards or LinkedIn profiles, etc. More proactively, how diligent are you about cleaning your database (at least twice a year?) to remove those who have changed companies, retired, or otherwise are no longer where they once were? What about the practice of ensuring that you have full contact data for each person in your database, rather than just the email address?

 

Being Smart About Following Best Practices

Who actually follows such guidelines? My guess is very few since it is quite hard, time-consuming, and expensive to do so. But if that’s true, your marketing department might well be in trouble. Many people are sick of the onslaught of emails and other modes of harassment they must endure without having provided permission to be contacted. If you have European prospects, GDPR now means they can react to such activities with complaints to the authorities that might result in the levy of huge fines that can total as 4% of your annual revenues or $24M, whichever is larger. And though the US is less rigorous in its protections, the State of California has recently passed legislation that mimics GDPR in significant ways.

Consider one company I heard of which has a prospect database that numbers 40-50K names, 80% of which have only an email address as the mode of contact. Their marketing strategy is to send everyone in their database an email about the latest webinar, event, or white paper – doing so as many as five-to-seven times a week. With an annual opt-out rate of 30% per year, what’s their future likely to be?

How can a smart event organizer launch a new event if the pool of existing clients, together with opt-ins, is not substantial enough to support the new venture? You’ll have to ‘cheat’ to get started.

 

The Future Could Be Bright

it’s imperative to start thinking about how to navigate the challenges that are ahead. The future of the event business will depend on those who invest in sound marketing strategies vs. isolated marketing tactics.  Who wants to react to this week’s poor attendee numbers in panic and cross into the ‘gray’ area? Without a long term and market endorsed strategy you are heading for trouble as year after year it’s only going to get tougher.

If GDPR helps event organizers at all, it will force you to come up with long term data acquisition strategies, with smart enabled staff to implement them. You’ll use your tools and the available content in ways that attract attendees based on what they want to experience at an event and how it will contribute to their business success. This approach is the antithesis of trying to extract money through the bombardment of unknowing prospects with a frequency more determined by weekly registration goals than customer needs.

 

Welcome To The Winners Circle

Who will be the winners? They will:

 

  • Have a current opt-in database that is segmented by product line.
  • Have a staff responsible for devising and executing the marketing strategy and who can change and pivot as needed, using the tools that are available.
  • Have content that is worth the investment of time and money of the paying attendees.
  • Be able to crystallize the right message to send to the right person by the right means at the right time.
  • Have a frequent, two-way dialogue with the audience so that client needs are identified and addressed on an ongoing basis.
  • Have the ability to monetize all of the above by attracting the right audiences, which in turn attracts the right sponsors (doing so without foolishly spending.)
  • Use analytics to identify opportunities and exploit market gaps.
  • Have a passion to serve a market that will get you through the tough bits.

 

 

The companies that do this are few and far between, particularly in terms of doing it at scale. But given the iceberg that is approaching, it’s time to get your house in order or face the disaster….

 


Are You Running a Reactive Event?

Unfortunately, the answer is likely to be ‘yes.’ If so, it’s likely that your event will be entirely forgettable for your attendees as soon as they leave. They’ll have learned nothing new and will be dreading the meeting with their boss when they must explain why they’ve spent $2 – 3K of the company’s money to attend.

 

Consider an attendee’s perspective:

You’ve committed both the time and money to attend. The event might be part of a circuit in which one show is fairly indistinguishable from others or it might be a top industry show. Or perhaps it’s a new show with some potential, but also a risk that it will disappoint. Experience suggests that these kinds of events fail to meet expectations and you wish you’d never left the office. After all, it will take two weeks to catch up on the work that you’ve missed. And that does not consider the hotel’s terrible mattress, the delayed flight, the lost bag, etc. As everyone knows, business travel has lost much of its luster.

But you begin, perhaps with a bad night’s sleep that precedes the 8:30 AM keynote, followed by a walk to a first session – at which you learn nothing new. Then there’s a trek down the hallway and up the stairs to another session at which you again are told nothing you have not heard previously. Next, you stand in line to grab a bun and some coffee. And the day continues: rinse and repeat.

When the exhibit floor opens, you walk the floor with hundreds of others. Untrained vendor staff either try to cajole you into their booth or exhibit a posture of disdain that makes clear their disinterest. It’s not clear who has the products and services you want. And, despite the lanyard that displays your name and company, nobody seems to know anything about you.

The late afternoon/evening reception is full of cliques. People from the same company or who have history from past events seem content to speak with each other. If you are not part of one of the cliques you grab a beer and end up speaking with someone trying quite hard to sell you something. The beer is free, but is your time?

Then you leave for the evening, but with an expectation that the same sequence of events will be repeated the following day.

 

Why is it like this? Because event organizer profits are good. And events can’t possibly cater to every attendee and their unique needs. The job of an event organizer is to create the same comprehensive experience for everyone. So, you copy what has worked for you previously or you mimic someone else.
What do I mean by “reactive”? It means your event copies the formula of thousands of others. All the principals – advisory board, speakers, sponsors, media partners – have an agenda and want what’s best for themselves. Given that mindset, are you strong enough (or smart enough) to do what’s best for everyone given all these others trying to drive your event?

 

It’s easy to do what has been done before and/or copy what’s been done by a major player. But ultimately, you must decide: are you a market leader or a market follower?

 

Some questions to ask yourself:

What are the takeaways you expect for your attendees? Do you know why they are of value? Who is in charge of assuring that they are delivered and is there alignment amongst all parties? And I really hope that you are not marketing deliverables without actually having any.

Can you incorporate industry events within your conference agenda, even if the conference program was established many months earlier? Have you allocated open spots, so you have the flexibility to plug in last-minute things?

Is there something unique that you are doing with your event that you HAVEN’T copied from another?

Are you courageous enough to change major elements of your event the week before it happens – if the situation warrants doing so?

 

It’s easy to do what has been done before and/or copy what’s been done by a major player. But ultimately, you must decide: are you a market leader or a market follower?


Brace Yourself for the Analytics Nightmare

There’s considerable talk within the events industry about analytics and how it can be used to attract and convert prospects into attendees and exhibitors. Much of the discussion is quite enlightening. Creating content that is of interest to your targets can engage them in ways that can get them to register. The event becomes a logical extension of online interactions, a physical venue for learning about the topics that have been explored online. And seeing what people click on – tracking their web behavior – is a great way to identify the topics that matter to your audience. In short, it makes great sense to use analytics to attempt to build an audience and fill your exhibit hall. We’re all doing it now.

 

Beware! You Are Being Watched and Tracked

But those who seek to benefit from such analytics should recognize it in action. Your own experience should give you a sense of what it’s like to be tracked and segmented. Have you ever been called while you were in the middle of something, cornered at the wrong time by people who really have no idea who you are, but speak to you as if they do know you?

I recently attended a digital revenue conference during which I asked one of the speakers if they understood what it was like to be a ‘hunted’ prospect and whether such understanding affected how they conducted their marketing efforts. My intention was not to embarrass the speaker; I truly presumed that he would have thought this through. But all I got was a blank stare; he had no idea what I was talking about. The answer I received was pretty much equivalent to “this one goes to eleven.” (Check out this YouTube clip if you’re not a Spinal Tap fan and don’t know what I mean.) ie I never considered what you are describing and have no intention of understanding what you are talking about.

 

Technology Solves Everything?

Unfortunately, despite the technology that is available to connect with prospective customers, many event organizers still don’t get it. In their minds it’s all about transactions and getting people to hit the register button. It’s not about forming relationships at any level for the long term. It’s often a simplistic view of customers: if someone is spending big, we will pay attention. If not, then automate an email blast with the right message based on their past behavior and have someone who does this work do it without any innate understanding of the prospect.

As an event manager, are you defaulting to dashboards and spreadsheets, delegating action to technology tools and numbers? If so, consider your own behavior when, as a prospect, you are the recipient of such attacks. What actions do you take to repel the effort?

 

Build Your Wall and You Can’t Be Ensnared

If you’re like me, you erect barriers so that you can’t be reached: spam folders that are rarely checked, cold call voice mailboxes that are often ignored, and executive assistants who are trained to find and delete junk emails, filter incoming calls, and toss out direct mail. Quite often websites no longer provide phone numbers that encourage inbound calls; they offer forms to be completed as a mechanism to vet the contact requests(and ignore them).

 

Should There Be a Marketing Code of Conduct?

Why has this happened? Because we, as an industry, have abused email. Analytics is not a silver bullet unless you have sound customer practices behind it that reflect that you really care about – and know – your customer. Trying to use analytics to automate a company philosophy that’s poorly conceived or outdated will not succeed. Automating poor practices just means you are doing the wrong things more quickly and more often. And that’s a proven way to annoy those who you are trying to attract.

 

Do you like to be hunted? If not, don’t do it to your prospects….

 


Is Your Event Leaving Money On the Table?

When I launch an event, one of my goals is to ensure that, from the very beginning, we are doing everything possible to maximize profitability. Given that goal, I’ve become pretty savvy about identifying opportunities where an event could generate a greater gross margin. The trick, of course, is to go beyond that step and take the necessary actions that avoid leaving any money on the table.

There are a number of signs that an event’s not operating to its full profit potential. Often, it’s a matter of being attuned to situations where things might be going “fine”, but your experience and expertise suggest that there are opportunities to do better. Here are five scenarios:

 

1) You lack a crisp value proposition

If you can’t explain in a concise and compelling manner why exhibitors or attendees should come to your event, then you’re really operating with the hope that your prospects can figure it out for themselves and then act. And, as the saying goes: “hope is not a strategy.” Garbled, unclear messaging will leave some of your prospects confused and uncertain. Uncertainty is not a pathway to maximizing sponsorship and attendance fees. It’s the road to lost revenue.

 

2) Exhibitors and attendees are wildly enthusiastic

This might seem counter-intuitive. When your target prospects are clamoring to sign up for booth space and conference registrations – and not balking at the fees – that’s obviously a good sign. Consider it as validation of your value proposition in terms of why your event is worthy of the investment and different from – and better than – others.

But also consider whether it’s a signal that your fees might not be priced appropriately for the demand. Is there an opportunity to raise prices (how much is up to you) the next time? Consider this year’s event as an investment in knowledge that should inform next year’s plan. Otherwise, the money you don’t make is just lost forever.

 

3) There’s a lack of urgency in actions or communications

It’s difficult to imagine anyone who would take on the risk of running an event, but not figure out how to instill the necessary sense of urgency about getting the money needed to pay all those incoming bills. But that cavalier attitude about cash flow often exists! The maxim I followed at my first events job was that you wanted 80% of the exhibitor money collected at the time you announced the conference program. Admittedly, that is a high bar to meet but doable if it’s your discipline.

More typically, for an existing event, you should try to rebook as many previous exhibitors as possible and attempt to get attendees to commit to the next year (If you can). And the ideal time is while the event is happening or shortly thereafter. From this, it follows that you want to have incentives (e.g. money-back guarantees for attendees, free stuff they can’t get otherwise) that make it worthwhile for exhibitors/attendees to commit early.

 

4) You don’t reach out, either in person or on the phone, to your attendees

This indicates an ‘I don’t care to know my audience’ attitude and it’s an unforgivable flaw to be found in any event professional who doesn’t personally know at least 10 attendees. Engaging personally with your customers is the best way – the only way – to know what they care about. And what they care about is what drives where they will spend their money.

Perhaps this is illustrated by a recent argument I had with someone at an industry event where concerns were raised about where her industry was going. Yet, at the same time, she argued that she had no time to speak with 10 attendees a month. To me, that kind of time spent is an investment that will pay off in the future. Ask the right questions and you’ll know where your industry is going. And you’ll be well positioned with the right offer to take advantage.

 

5) Your event isn’t making enough money

This is the toughest situation because it’s real, tangible, and has an urgency that requires prompt action, especially when you have other choices to make money. It could be attributed to a variety of reasons, some of which I have already listed above. If this is your scenario, you should probably hire someone from outside who can give you a fresh perspective on the likely causes and the prospective remedies that may not be obvious to someone inside who works on the event daily.

 

Whatever the situation, leaving money on the table is a bad strategy. It leaves opportunities both for new and old competitors. So why would you do that?

 


An Open Letter From A Decision-Maker Attendee To A Show Organizer

To open the New Year, I am thrilled to get Michelle Bruno’s perspective on the experience of a decision-maker attendee. She’s a good friend and straight talker, so with pleasure, here’s her open letter to all of us:

 

Dear Show Organizer:

 

You’ve convinced me to register.

 

When I Googled your event website, it was great that you optimized your content to make it easy for me to find you.

 

But I had to read a lot of irrelevant information before finding out quickly what was in it for me and there was no phone number to call to speak with a human. Nevertheless, I figured it out for myself and signed up anyway.

 

When I registered, you made no attempt to understand who I was and what I wanted through surveys or session choices. But since you had already hooked me, I went with the flow.

 

I don’t have time for serendipity.

 

When I go to your event, I feel as if I’ve become one of the hundreds or thousands of other attendees who took the bait and suddenly I’m on my own.

 

I’m really busy. Taking time away from the office is difficult for me to justify. Yet, no one reaches out to answer my obvious questions—Who should I meet? What companies should I visit? What should I learn? There are no attempts to help me get the most out of the event in the least amount of time.

 

You track my every move with technology, but you don’t do anything with the information other than feed it into your marketing machine with the intent to lure me back next year.

 

If I’m really interested in a session, you make me work for the information—take notes, snap photos of slides with my smartphone, go to a website to get a copy of the presentation. Why don’t you capture the information for me and just send it to me automatically?

 

After the event, show me you know me.

 

I understand that maybe it’s hard to meet with me during the event—there are only so many of your staff and just three days. But after the event, you’ve got a whole year to continue our relationship.

 

Stop sending me information for the following year as if we’ve never interacted. You have data on me now. You know what I’m interested in. Let’s start there.

 

Change your relationship with me from transactional to (long term) relational. Pick up the phone and/or meet with me. I’ll know that you’re truly interested in addressing my needs and I’ll likely attend your event again.

 

Make it really easy for me to come back the following year with my team members. A good experience for me is worth sharing.

 

From this point on, don’t only contact me when you want to sell me.  Remember what I want and send me good ideas and information year round.

 

In case I haven’t made it clear, here’s what I’m trying to say.

 

I’m a human, not a data point. Get to know me and deliver a personalized experience to me all year round. Put yourself in my shoes and let’s get to know each other.

 

Sincerely,

 

Your Most Loyal Decision-Maker Attendee (maybe).

 

 

 

As a former supplier and conference planner/trade show manager, Michelle sees the technology and evolution of the live-event industry through a unique lens. She chronicles change through articles in event-industry publications, event-tech company blogs and at EventTechBrief.com. Reach Michelle at michelle@brunogroup.com

 


Your Event Marketing. Is it Charming, Creepy, or Clueless?

Like many others, as a consumer I’ve come to pay attention to my email inbox in terms of what attracts me to open a message versus ignore/delete it. I’ve also begun to notice those messages that are too familiar in their tone or are too presumptuous in the way they direct me to take some action when it’s the first time I’ve ever heard from them.

 

After some observation and reflection, I have come to classify email messages into three categories:

 

  • Charming- These messages successfully identify needs, send the right message at the right time, are well targeted, and anticipate ‘move the needle’ moments in ways that are likely to prompt a positive response and ‘buying’ action;

 

  • Creepy- These intrusive, highly “personal” communications purport to know the score of your daughter’s soccer game and the team’s season record. They also tend to present their “sell” messages too early in the interaction[s] and are pushy and out of step in terms of their relationship with you and your organization;

 

  • Clueless- These messages are not personalized, or worse, they may reference actions – like a purchase – that you have never taken. They might make incorrect gender assumptions or otherwise struggle with how to address someone when gender is not known. Or they send messages with the missing/wrong job titles, send them to individuals who no longer are employed or perhaps might even be deceased. Their mistakes illustrate how little has been spent on the quality of their lists and the completeness and accuracy of their data.

 

Unfortunately, in our age of ‘Analyze Everything’ the availability of data and the propensity to try to leverage it does not ensure that the right actions are taken. Far too many organizations do the wrong things with the data they have, resulting in creepy pseudo-personalization or embarrassing, clueless moments. Neither result benefits the sender of those messages.

 

I wonder if this also applies to us in the event world.  What does this mean for you?

 

If your communications are ‘charming’, then you are in the top tier of organizations with messages that attract responses. You’ll have no trouble getting your prospects to volunteer information in ways that can serve both of you better. Your communications have a tone, familiarity – and timing – that invites positive response.

 

If your messages are creepy or clueless, you’ll also see a response. But it will be in the number of “unsubscribes” that you get. And it will be in your best interest to figure out why or end up with an unengaged database….


Six Factors That Will Kill Your Event

During my time in the events business I’ve seen a fair number of successful events, as well as witnessed some failures. In my experience, there are some key factors that, in some combination, will guarantee the failure of your event. Here’s what I believe are the critical mistakes that event organizers make.

 

1) Taking attendees for granted

This can mean that you don’t seek their feedback or, even worse, if you do solicit it, you fail to take any action in response. If you are not paying attention to your customers you are also not likely to be paying close attention to the direction your market is heading in either. You are likely not that attentive to the attendees’ onsite experience as long as you succeed in getting them onto the exhibit floor. And you have probably never picked up the phone and spoken to an attendee with the intent of engaging with them vs. responding to a problem that they bring to your attention.

This is the ‘build it and they will come’ factor.

 

2) Taking exhibitors for granted

You fail to go the extra mile for exhibitors when something is needed onsite or you ignore them until it’s time to rebook. You raise prices without good supporting reasons. You have no idea what creates the ROI that will attract exhibitors to return to your event. You don’t have personal connections with any of CMO’s or VP’s of Marketing that make the decisions about coming to your event.

This is the ‘my show is more important than you’ factor.

 

3) Hiring the wrong people

I’ve hired many people and the best were those with a “can do”, rather than “9-5” attitude – regardless of their skill or experience level. These are the staff members who will dig in when things are hard and will find the answer when it’s not obvious. The good ones are those who allow you to sleep at night because you know they have your back. In contrast, the wrong people are ‘the throw you under the bus’, the ‘it’s not my job’, or ‘it’s not possible’ people. They will fold under pressure and disappear when their effort is needed.

This is the ‘not my problem’ factor.

 

4) Not doing your homework

When doing your annual forecasts, do you understand the market conditions or the state of the competition? Are you able to react when something changes or are you unaware of what is really going on?  Do you know the strengths and weakness of your show and are you in a position to do anything about them?

This is the ‘what me, worry?’ factor

 

5) Not building and tapping into your network

Most people only tap into their network when they need something, often then finding that the network is not extensive enough to address what’s needed. There is enough expertise in this business such that you should be able to find expertise within or outside of your network and gain assistance quickly. If this is not the case, get out of the office and meet some people not just sit behind the computer.

This is the ’Me Myself and I’ factor

 

6) Not taking care of your database

Do you know what the bounce rate of your attendee base is? The opt out rate? Have you segmented your database so that you can easily send out targeted messaging to your top personas? If the answer to any one of these questions is “no”, then you have some back office work to do. If you don’t understand the numbers, or the content of one of your prized assets, your event will suffer.

This is the ‘my tools don’t need cleaning’ factor.

 

Having any one of these factors will damage your event, but two or more in combination will eventually kill it. Beware and act so that your event does not become one of the victims….


To Cancel or Not Cancel Your Struggling Event: That is the Question

Recently a number of my industry colleagues have had to make decisions about whether or not to cancel their events which were struggling. In my twenty-six years in this industry, I can count on one hand the events that I’ve had to cancel after launch, so I count myself lucky on mostly avoiding the scenario.

What are the factors that should determine whether you should cancel event, once you are rolling?

 

1) Have you done your research?

The biggest reason to prompt an event’s cancellation is not hitting your numbers.  If you foresee a financial loss that could not be tolerated or if running an event risks a greater loss than what would be incurred in terminating it, a decision must be made.  This situation usually stems from the absence of detailed surveys of both potential sponsors/exhibitors that gauge whether they will support your show financially. If you can’t accurately forecast your exhibit revenue before launch, you’re in for a harrowing, white knuckle ride.

Likewise, on the attendee side, have you done response testing to see the interest level? Are you right about conference/expo fees to charge – or not?  Do you have an ‘event resume’ that summarizes the event and its value on a single page? Do you know the acquisition cost of each attendee and established the appropriate marketing budget?

These are just a few of the things to consider. Check out a past article, inspired by Sean Guerre, for more insights on this area.

 

2) What is your rebook rate?

At a former company, we achieved a 100% rebook rate on most large events, primarily because we were selling many shows 24 months in advance.  Rebooking was our metric of success. But if your rebook rate is below 50% it‘s that your event is churning and burning exhibitors. Do you know why this is happening? Remember that rebooking current customers frees your time during the year to focus on getting new ones.

 

3) What do your analytics say?

Are you getting between 10-20% open rates on each event email you send out? If not it could a lack of interest in what you’re doing. What do your website page views look like? If your analytics are on the downswing, it may be a sign it’s time to pull the plug.

 

4) How many financial milestones have you missed?

This is a hard and fast rule for Sean, as noted in the mentioned article. You must be tough on yourself. Once you’ve missed three or more important financial milestones, it’s time to look carefully whether to pull the plug on your event.

 

5) How many attendee milestones have you missed?

What is the ‘tipping point’ in terms of the number of attendees needed to satisfy your sponsors and your financial expectations? If your goal is to get 400 buyers to your event, will you be OK with just 250? If you think you can hit your tipping point number, it may be best to keep on going.

 

6) Can you absorb the financial costs of cancellation?

Is there a large hotel or facility contract that you must swallow if you cancel? Do you have labor or other fixed costs that you can’t recover? Or have you bootstrapped things in a way that allows you to back out gracefully without losing your shirt?

 

7) Can you afford reputationally to cancel or not the event?

Once you cancel an event, it’s quite hard, if not impossible, to resuscitate it. That said, consider your reputation if you run an event with sparse traffic in the exhibit hall and empty seats at the keynote?  You must consider your relationships with key stakeholders if you do or don’t cancel.

 

8) What is the opportunity cost in continuing the event?

Sometimes the best reason to cancel an event is that it frees you to pursue other opportunities or invest more effort on the healthier events in your portfolio. What is the best decision?

 

Canceling an event is something I hope you never have to do. It’s extremely painful and the fallout can last for months, particularly if it’s handled poorly. The best antidote to canceling an event is doing your homework beforehand. Before a new event kicks off, do pre-launch attendee and exhibitor tests and think seriously about the opportunity costs and the upside/downside of moving forward. On an existing event, do the evaluation – financially and otherwise – before deciding to continue.

Let me close with a tip of my hat to those who have cancelled an event for the right reasons: when it saves the time and money of speakers, sponsors, attendees and others who will pay the price if you continue with something that is just going to be bad….

 

For extra credit reading from Lawrence Dvorchik on this subject:

http://dev-eventmech.pantheonsite.io/index.php/2015/07/15/when-to-turn-off-the-lights-what-you-need-to-know-before-canceling-an-event/

and a few from me:

http://dev-eventmech.pantheonsite.io/index.php/2016/10/11/event-wellness-check-weeding-potential-problems-kill/

http://dev-eventmech.pantheonsite.io/index.php/2016/04/15/2-huge-mistakes-will-kill-even-strongest-event/

 


Like It or Not, We’re All Measured on ‘Outcomes’

Given that it’s summer, I’ve had a chance to catch up on some reading.

Most recently, I enjoyed an article by Phil Fersht, CEO and Chief Analyst at HFS Research, discussing how we, as ‘doers’ and ‘producers’, are evaluated.

The post speaks for itself, but there may be readers who belong to one of my three event personas who may wonder as to   how they are being measured. I remember there were times in the past that I was unclear as to how I was being evaluated, particularly with regards to non-financial evaluation criteria.

 

Here are Phil’s non-P&L attributes:

  • Which customers have you delighted recently?
  • What new relationships have you made that add value to our business?
  • What work have you done that excited people inside and outside of the business?
  • How are have you helped energize your colleagues, exciting them with new ideas?
  • How have you added value to new business wins?
  • How have you contributed to new initiatives that improve productivity and effectiveness?

 

Here’s the interesting part of these attributes:  it doesn’t really matter which ‘persona’ you are. Regardless of type, you should hold yourself accountable for all of them. And, even if they are not explicitly called out, you should presume that those for whom you work consider them as important outcomes of your efforts.  Whether or not you ‘perform’ could mean the difference between staying where you are (or perhaps being let go) or getting that next promotion.

So, where do you stand?