A Year of Measurement Tips - A Review of Fundamental Concepts for Positive Event ROI!
One year ago I began this series of measurement tips with the theme of “How to become a manager of the business (not just of the events) by achieving and reporting accomplishments that address the profit equation of your organization.” I sincerely hope that most of your have found ways to do just that using some of the ideas and examples I have provided this past year.
Looking back over the twelve measurement tips provides a useful list of key ideas that we have shared and I believe should be an important part of your program and that will enable you to demonstrate direct influence on the profitability of the business:
1) Sales is your internal customer - Your relationship with sales will largely determine your success. (Tip 2 and 6)
2) What you measure will affect how you perform - Identifying what to measure about your event marketing program is an important step in putting your planning on the right track. (Tip 3)
3) There is more to a marketing event than leads - Cost savings and expense avoidance for your company can provide a large amount of event budget justification. (Tip 4)
4) Customer feedback is essential - The other arbiters of your program’s success are the customers and prospects themselves. They should be heard from regularly. (Tip 5)
5) Metrics such as indices allow you to compare and contrast events - Comparing events on an index basis, as with a payback ratio, is useful for identifying relative performance and improvement opportunities. New events that are only in the exploration stage can be compared to existing ones using a forecast of expected results. (Tip 7)
6) Critical Success Factors for event ROI, miss one and you are toast! - For marketing events to be successful and provide an adequate return on investment you must accomplish three things, in order: 1) You must attract enough of the right people, i.e. those with adequate responsibility of the action you expect of them, 2) You must persuade them to act through very effective messaging, demonstrations and environment, 3) You must tell them what you want them to do as a result of their visit and support them in taking that step. The count of those who take the prescribed step is most closely related to adequate ROI.
(Tip 8)
7) Your event staff is an essential ingredient of success - Staff must effectively engage and qualify visitors and persuade them to act. They are the ones who can best assess an event’s ability to provide a well qualified target audience, how well the environment worked to create persuasive interactions, and even how well your exhibit and activity compared with your competitors and others at the show. They can tell you best what should be continued or changed and even how best to participate in the same event next time. (Tip 9 and 12)
8) Nurture customers and protect the revenue base - Spending time and resources enhancing existing customer relationships and thereby protecting their revenue contribution from erosion or loss to competitors is a wise investment. (Tip 10)
9) Technology is our friend – Technology is making it easier to capture feedback, establish intra-event communication, build communities of interest and distribute meaningful content more directly and in new ways. Today, visitors come to trade shows and events with much more knowledge than they did in the past and expect a lot more from you when they visit. Mastery of digital and social media is essential and the use of technology for research is effective and cost efficient. (Tip 11)
10) Choose vendors who are interested in your success! - MC2 has been a good friend and partner with me in bringing a year’s worth of measurement tips to you through their eConnections Newsletter. They serve as a great example of a company focused on their clients’ goals. That is the nature of a strategic vendor, one that is essential to your organizational success. Thanks MC2!
I referenced all twelve measurement tips in this summary. You may find each one in complete detail on my ROI and event measurement blog: http://constellationcc.blogspot.com/
Best wishes for program and personal success!
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Showing posts with label event. Show all posts
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Wednesday, May 30, 2012
Monday, March 5, 2012
The High Potential Trade Show Marketer
Key Note Address for the Certified Trade Show Marketer Awards Dinner at Exhibitor Show, Mandalay Bay, Las Vegas, NV, March 4th, 2012
Given by Ed Jones, President, Constellation Communication Corp.
CTSM Graduates,
Congratulations! I am honored to address you and those in this room who care about you tonight.
There are those of you who are receiving bronze, silver and gold levels of achievement tonight upon your CTSM certification and I congratulate you. And with your indulgence and support, I want to address my remarks tonight to the newest to join your ranks, the new CTSM graduates.
You have learned more than the average brain can accommodate. Your cup runneth over. You know how to do much more than one person can possibly demonstrate. You have earned the right to an opinion that deserves to be heard. You have assumed your rightful place among the few who will determine the future of face- to- face marketing.
You have done this all while riding a bucking bronco of a full time job, on the rodeo circuit of your company’s marketing events, most often without any accommodations on deadlines or resources.
You are now certified, grade A, blue ribbon, 100% CTSM, Certified Trade Show Marketer. Join us in giving yourselves a hand!
You now join a very elite group, 349 graduates, over 20 years of CTSM ,who have propelled and maintained our industry as the number one B2B marketing spend in support of sales, beating out specialty publications, internet, promotions and PR respectively (according to a recent Market Reality Survey).
Now that you have achieved this distinction, you must figure out how to activate the power of knowledge combined with the experience you achieved through your CTSM program for the benefit of yourself, your company, your peers, colleagues and family.
That is what I want to talk with you about tonight: achieving the maximum degree of success from the extraordinary amount of work you have put into this. Because, as you are successful, you will also accomplish the goals of supporting and satisfying others who are important to you.
I have worked in this industry for over 30 years. I know I don’t look old enough, but it’s true! During that time, I have observed little consistency in the career potential of trade show and event managers. It is seemingly dichotomous.
The job of trade show manager, director (or whatever you may be called) can be a highly respected and important position. One where unheard of levels of decision making authority and budget responsibility are exercised daily, the likes of which cannot be found in any other job at a similar pay grade.
Executives seek this manager’s advice, sales teams comply with his or her suggestions, and are grateful for the opportunities created through his/her efforts. This manager’s events are seen as accelerating the buying process and lowering the cost of doing business. This manager is called upon to take on additional roles and responsibilities.
This event manager’s career potential would best be described as “High.”
Yet, in another company, immediately across the aisle at the same show, a marketing events manager gets little, if any respect. They have a hard time gaining control of the staff and receive unfocused criticism at every turn. This manager is controlled by the budget rather than exercising budget control and suffers at the hands of managers from other departments. Budgets and deadlines are dominating measures of satisfactory performance. Note, I said “satisfactory” not “excellent” performance.
A bright spot is that this manager is seen as indispensable to the success of the next event.
This event manager’s career potential must be described as “low.”
I have not made an estimate of which is more prevalent, high potential, low potential or something in between. I have noted some of the common characteristics and qualities of the high potential managers. My goal for you tonight is to share what those things are.
A few secret herbs and spices, if you will, to add to all those ingredients you gathered from the CTSM commissary for your recipe for success.
Truthfully, one of the most important characteristics may be the hardest to effect. High potential event managers almost always have strong interpersonal skills. Why? Because almost everything they and you do requires the help and approval of other people. There is simply no substitute for understanding what other people need, what makes them happy or nervous, and what they regard as success.
The fundamental elements in productive interpersonal skills are listening, observing, thoughtfully considering that which you have heard and seen, and then tailoring your approach for maximum productivity. These steps must be combined with a genuine, measured concern for the well being of others, in concert with your own goals. Do whatever you must to improve upon your interpersonal power, and seek whatever feedback you can get from the perspective of others.
Of equal importance, and, an important element of the first quality, is the ability to communicate effectively. Good verbal and written communication skills are essential, not only to interpersonal success (we are talking persuasion here), but to successful management of any project and for gaining recognition for your ideas and accomplishments.
Effective communication is also an essential element for event marketing success. You must know what constitutes effective communication to know if your events are communicating productively. If you have not studied and developed these skills adequately, do so immediately! Find outlets to speak regularly. Seek opportunities for your presentation skills to be evaluated.
What should you speak about? Your ideas, of course, for making your company more successful through event marketing!
The third characteristic is a heavy reliance upon collaboration with a wide range of supporting individuals, other departments, organizations and suppliers. Getting people and organizations involved in the success of your program depends upon two things. One, how clear it is to them what personal value they will realize by contributing their time and resources and two, how well they understand what needs to be done and can visualize their role in making it happen.
CTSM notwithstanding, you will not succeed without accessing the knowledge and support of those who run sales, communications, product management, PR or any of a host of other functions in your organization. When people are properly activated and motivated they will help you succeed, because through your success, they succeed.
While I am on the topic of teamwork, the most successful managers have carefully picked their suppliers and made them an integral part of their team. Engage support from suppliers who can deliver expertise and capabilities that are complimentary to your own. Then, go overboard in communicating strategy and sharing information with them, so they can activate their own expertise and resources to help you achieve remarkable results. You should choose suppliers who understand how to translate face-to-face interaction into business results.
The fourth characteristic is discipline in planning, managing and measuring projects. I know for certain that you learned these things in your curriculum (I was there!) and you are well prepared to demonstrate them.
The fifth characteristic is the tendency for these managers to share what they know and to take joy in activating the capabilities of others. Take a minute and think back through the numerous faces of those who shared their knowledge and expertise with you through this program. Those are pleasant thoughts, aren’t they? Because those people shared their secrets with you to make you successful. I would bet that you can remember an "Ah Ha" moment quite vividly! Virtually none of those people were paid to do it.
Now think about a time when a CTSM teacher was personally excited for you when you had a success in your job through the application of knowledge and skills they conferred upon you. I know it always makes me really happy when a student calls me or stops me in the hall at Exhibitor Show to tell me of their success.
And that brings me to the last one, a perspective and discipline that will make your CTSM skills pay off in career advancement. This one is probably the most powerful as a career tool. The main focus of most high potential managers is on the success of the company and those around them, not on the success of the next event.
Not to be misunderstood, success in every event is a virtual requirement. However, if you limit yourself to this scope, you will fall short of being recognized for the full depth of your capabilities and contributions. For example, when you report saving thousands on recent events, by refurbishing an exhibit. Of course, that is a very good thing! Your boss will be pleased, but executives may not notice. Why? Because that level of detail is not on their radar screen and while the amount saved may seem quite large to you, it is not material at higher levels of management. You may demonstrate that you can do more with less and that sometimes is what you will get in return.
A much more important message may be that customers you already have, attending the upcoming show, represent $100 million dollars of your company’s most profitable revenue. And through your astute market awareness, you know what your competitors are planning to do to steal them away and more importantly, how to combat it. Executives (and everyone else) are interested in that message!
So how do you do this?
You must become a consultant to the business and focus your efforts on improving the profitability of the company. Make recommendations that will improve earnings. Build collaboration with managers in other functional elements of the business. Show them how they can benefit from a well thought out trade show or event opportunity. Frame your discussions around the elements of the profit equation, increasing and protecting revenue and decreasing expense, i.e. the cost of doing business, through smart event activity.
I have a client in a very large defense technology company who exemplifies the characteristics and qualities I share with you tonight. The chairman of the board of that company mentioned the trade show program on several of the recent earnings calls. Earnings calls are between the top level executives of the company and the most influential people on the planet relative to their financial well being.
The reason? That trade show manager has elevated the perception of accomplishments at marketing events to that of a profitable business equation, one that is important, even to the chairman. That manager is focused on managing his overall program and its impact on the company. Event success is essential to his overall goal.
I was privileged to teach most of you. So with what may be my last opportunity in that regard, I want to challenge you with some questions to consider about your future! With the superior knowledge and abilities you have gained through your CTSM accomplishment, what will you achieve?
• Will you be recognized for making a significant impact upon the success of your organization?
• Will customers thank you for the clarity, value and the overall excellence of their experience at your events?
• Will you show others how to achieve their goals through your programs?
• Will you teach the new recruits how to do the job and accomplish remarkable results?
• Will you give back to the CTSM program your experience and expertise?
If so, it is a certainty that you will be called upon to accept more important responsibilities and you will see your earnings and job satisfaction increase beyond those of your colleagues.
Tonight, you have shown you have what it takes to accomplish these things. You will be the ones that take this industry to the next level.
The next five years will bring more change than the last twenty. Some of what you learned is already obsolete. Digital and social media, interactive demonstrations and visitor management technology are your new tools, making it possible for you to do things we could have only imagined a couple of years ago. These tools are not only new, they are evolving at a dizzy pace. You cannot stop your learning tonight, just as those who will receive higher awards tonight have continued on.
Do something great! Dare to do something unique!
Wow your visitors and your company.
Wow all of us!
Be the “high potential” manager.
I raise a glass to your accomplishments and your future success!
Congratulations and my best wishes to all of you.
Ed Jones
Constellation Communication Corp.
Trade Show and Event Marketing Evaluation, Measurement, Planning and Return on Investment
+1.770.391.0015
inquiry@constellationcc.com
Given by Ed Jones, President, Constellation Communication Corp.
CTSM Graduates,
Congratulations! I am honored to address you and those in this room who care about you tonight.
There are those of you who are receiving bronze, silver and gold levels of achievement tonight upon your CTSM certification and I congratulate you. And with your indulgence and support, I want to address my remarks tonight to the newest to join your ranks, the new CTSM graduates.
You have learned more than the average brain can accommodate. Your cup runneth over. You know how to do much more than one person can possibly demonstrate. You have earned the right to an opinion that deserves to be heard. You have assumed your rightful place among the few who will determine the future of face- to- face marketing.
You have done this all while riding a bucking bronco of a full time job, on the rodeo circuit of your company’s marketing events, most often without any accommodations on deadlines or resources.
You are now certified, grade A, blue ribbon, 100% CTSM, Certified Trade Show Marketer. Join us in giving yourselves a hand!
You now join a very elite group, 349 graduates, over 20 years of CTSM ,who have propelled and maintained our industry as the number one B2B marketing spend in support of sales, beating out specialty publications, internet, promotions and PR respectively (according to a recent Market Reality Survey).
Now that you have achieved this distinction, you must figure out how to activate the power of knowledge combined with the experience you achieved through your CTSM program for the benefit of yourself, your company, your peers, colleagues and family.
That is what I want to talk with you about tonight: achieving the maximum degree of success from the extraordinary amount of work you have put into this. Because, as you are successful, you will also accomplish the goals of supporting and satisfying others who are important to you.
I have worked in this industry for over 30 years. I know I don’t look old enough, but it’s true! During that time, I have observed little consistency in the career potential of trade show and event managers. It is seemingly dichotomous.
The job of trade show manager, director (or whatever you may be called) can be a highly respected and important position. One where unheard of levels of decision making authority and budget responsibility are exercised daily, the likes of which cannot be found in any other job at a similar pay grade.
Executives seek this manager’s advice, sales teams comply with his or her suggestions, and are grateful for the opportunities created through his/her efforts. This manager’s events are seen as accelerating the buying process and lowering the cost of doing business. This manager is called upon to take on additional roles and responsibilities.
This event manager’s career potential would best be described as “High.”
Yet, in another company, immediately across the aisle at the same show, a marketing events manager gets little, if any respect. They have a hard time gaining control of the staff and receive unfocused criticism at every turn. This manager is controlled by the budget rather than exercising budget control and suffers at the hands of managers from other departments. Budgets and deadlines are dominating measures of satisfactory performance. Note, I said “satisfactory” not “excellent” performance.
A bright spot is that this manager is seen as indispensable to the success of the next event.
This event manager’s career potential must be described as “low.”
I have not made an estimate of which is more prevalent, high potential, low potential or something in between. I have noted some of the common characteristics and qualities of the high potential managers. My goal for you tonight is to share what those things are.
A few secret herbs and spices, if you will, to add to all those ingredients you gathered from the CTSM commissary for your recipe for success.
Truthfully, one of the most important characteristics may be the hardest to effect. High potential event managers almost always have strong interpersonal skills. Why? Because almost everything they and you do requires the help and approval of other people. There is simply no substitute for understanding what other people need, what makes them happy or nervous, and what they regard as success.
The fundamental elements in productive interpersonal skills are listening, observing, thoughtfully considering that which you have heard and seen, and then tailoring your approach for maximum productivity. These steps must be combined with a genuine, measured concern for the well being of others, in concert with your own goals. Do whatever you must to improve upon your interpersonal power, and seek whatever feedback you can get from the perspective of others.
Of equal importance, and, an important element of the first quality, is the ability to communicate effectively. Good verbal and written communication skills are essential, not only to interpersonal success (we are talking persuasion here), but to successful management of any project and for gaining recognition for your ideas and accomplishments.
Effective communication is also an essential element for event marketing success. You must know what constitutes effective communication to know if your events are communicating productively. If you have not studied and developed these skills adequately, do so immediately! Find outlets to speak regularly. Seek opportunities for your presentation skills to be evaluated.
What should you speak about? Your ideas, of course, for making your company more successful through event marketing!
The third characteristic is a heavy reliance upon collaboration with a wide range of supporting individuals, other departments, organizations and suppliers. Getting people and organizations involved in the success of your program depends upon two things. One, how clear it is to them what personal value they will realize by contributing their time and resources and two, how well they understand what needs to be done and can visualize their role in making it happen.
CTSM notwithstanding, you will not succeed without accessing the knowledge and support of those who run sales, communications, product management, PR or any of a host of other functions in your organization. When people are properly activated and motivated they will help you succeed, because through your success, they succeed.
While I am on the topic of teamwork, the most successful managers have carefully picked their suppliers and made them an integral part of their team. Engage support from suppliers who can deliver expertise and capabilities that are complimentary to your own. Then, go overboard in communicating strategy and sharing information with them, so they can activate their own expertise and resources to help you achieve remarkable results. You should choose suppliers who understand how to translate face-to-face interaction into business results.
The fourth characteristic is discipline in planning, managing and measuring projects. I know for certain that you learned these things in your curriculum (I was there!) and you are well prepared to demonstrate them.
The fifth characteristic is the tendency for these managers to share what they know and to take joy in activating the capabilities of others. Take a minute and think back through the numerous faces of those who shared their knowledge and expertise with you through this program. Those are pleasant thoughts, aren’t they? Because those people shared their secrets with you to make you successful. I would bet that you can remember an "Ah Ha" moment quite vividly! Virtually none of those people were paid to do it.
Now think about a time when a CTSM teacher was personally excited for you when you had a success in your job through the application of knowledge and skills they conferred upon you. I know it always makes me really happy when a student calls me or stops me in the hall at Exhibitor Show to tell me of their success.
And that brings me to the last one, a perspective and discipline that will make your CTSM skills pay off in career advancement. This one is probably the most powerful as a career tool. The main focus of most high potential managers is on the success of the company and those around them, not on the success of the next event.
Not to be misunderstood, success in every event is a virtual requirement. However, if you limit yourself to this scope, you will fall short of being recognized for the full depth of your capabilities and contributions. For example, when you report saving thousands on recent events, by refurbishing an exhibit. Of course, that is a very good thing! Your boss will be pleased, but executives may not notice. Why? Because that level of detail is not on their radar screen and while the amount saved may seem quite large to you, it is not material at higher levels of management. You may demonstrate that you can do more with less and that sometimes is what you will get in return.
A much more important message may be that customers you already have, attending the upcoming show, represent $100 million dollars of your company’s most profitable revenue. And through your astute market awareness, you know what your competitors are planning to do to steal them away and more importantly, how to combat it. Executives (and everyone else) are interested in that message!
So how do you do this?
You must become a consultant to the business and focus your efforts on improving the profitability of the company. Make recommendations that will improve earnings. Build collaboration with managers in other functional elements of the business. Show them how they can benefit from a well thought out trade show or event opportunity. Frame your discussions around the elements of the profit equation, increasing and protecting revenue and decreasing expense, i.e. the cost of doing business, through smart event activity.
I have a client in a very large defense technology company who exemplifies the characteristics and qualities I share with you tonight. The chairman of the board of that company mentioned the trade show program on several of the recent earnings calls. Earnings calls are between the top level executives of the company and the most influential people on the planet relative to their financial well being.
The reason? That trade show manager has elevated the perception of accomplishments at marketing events to that of a profitable business equation, one that is important, even to the chairman. That manager is focused on managing his overall program and its impact on the company. Event success is essential to his overall goal.
I was privileged to teach most of you. So with what may be my last opportunity in that regard, I want to challenge you with some questions to consider about your future! With the superior knowledge and abilities you have gained through your CTSM accomplishment, what will you achieve?
• Will you be recognized for making a significant impact upon the success of your organization?
• Will customers thank you for the clarity, value and the overall excellence of their experience at your events?
• Will you show others how to achieve their goals through your programs?
• Will you teach the new recruits how to do the job and accomplish remarkable results?
• Will you give back to the CTSM program your experience and expertise?
If so, it is a certainty that you will be called upon to accept more important responsibilities and you will see your earnings and job satisfaction increase beyond those of your colleagues.
Tonight, you have shown you have what it takes to accomplish these things. You will be the ones that take this industry to the next level.
The next five years will bring more change than the last twenty. Some of what you learned is already obsolete. Digital and social media, interactive demonstrations and visitor management technology are your new tools, making it possible for you to do things we could have only imagined a couple of years ago. These tools are not only new, they are evolving at a dizzy pace. You cannot stop your learning tonight, just as those who will receive higher awards tonight have continued on.
Do something great! Dare to do something unique!
Wow your visitors and your company.
Wow all of us!
Be the “high potential” manager.
I raise a glass to your accomplishments and your future success!
Congratulations and my best wishes to all of you.
Ed Jones
Constellation Communication Corp.
Trade Show and Event Marketing Evaluation, Measurement, Planning and Return on Investment
+1.770.391.0015
inquiry@constellationcc.com
Monday, December 5, 2011
Measurement Tip 7
Use the Payback Ratio to Report and Compare the Value of Your Events
A great tool for conveying the value of your marketing events is the payback ratio. This is the ratio of the total value of estimated revenue, cost savings and promotion value gained through event activity, divided by the event cost. It is expressed as $ Total Value/$ Event Cost, for example $.42/1. The payback ratio serves not only as an indicator of event efficiency, but also as a useful way to compare past, current and future events.
The payback ratio is based upon estimates of the four main categories of value derived from marketing events:
1. Revenue (or gross profit margin) from the Sales Opportunities Afforded by the Event – This element of event value is cited most often, yet difficult to document. Often, many people are involved in many steps required to close a sale. And, the sales cycle may span years. It is possible to estimate probable revenue impact using internal assumptions, such as a “close ratio” associated with well-qualified event leads and an “average value of sale” for sales from those leads. The best approach is to discuss these assumptions with your sales team and get their agreement. It is also best to have the sales team define the “next step” expected of people who become leads through interactions at an event. Use “closed loop” systems such as sales automation, warranties, registrations and other types of tracking aids where available.
2. Retention and Growth of Current Revenue Base - Customer Relationship Management (CRM) is critical for virtually all organizations. Existing customers and their revenue are the usually the most profitable. I have companies criticized for devoting event marketing resources to interaction with existing customers, yet I would suggest this is one of the most valuable elements of a profitable event. Keeping customers up to date, reassuring them that their needs will be met, and thanking them for their business has a direct and measurable impact on retention and profitability.
Just as most companies have a recognized cost of sale, there may be a recognized cost of CRM. A significant percentage of that cost/ value may be accomplished through event activity. For example, a company might spend 5 or 10% of account revenue on customer service/ retention activity. For example, your company might estimate the value of an executive customer dinner held during an industry event,at 1% of your overall CRM effort for those customers for the year. The value estimate would be $.001/ dollar of existing revenue among customers seen at the event. This may not sound like much until you consider that these revenue numbers can be in the hundreds of millions dollars for a large company. For smaller companies, the impact of such an event is likely to be a much higher percentage of the overall CRM effort. Sometimes these event based “customer events” are the major CRM activity for the year, so a range of 20% or more may be reasonable.
Accomplishment of CRM goals is valuable for companies large and small and contributes to event value. Discuss how your company might determine a value of CRM activity accomplished at marketing events. Don’t forget to take credit for the cost savings made possible by using the event as a time and place opportunity.
3. Cost Savings/ Avoidance- Substantial cost savings and expense avoidance may be achieved through trade show activity. Events present “one on many” and "many on many” opportunities. This element of value is the most tangible and traceable source of ROI on an event. Large numbers of people in your "market universe" may be gathered in one place, thinking about the same concentrated range of topics. Prospects, customers, suppliers, allies, analysts, press, executives, sales, product management and marketing are all at a single event, usually at their own expense. The number and types of potential interactions are huge. Your event plan should have specific tactics to maximize the time, place and focus opportunity made possible by the event.
Be sure your activities at your next event are aimed not only at the income side of the profit equation, but the cost side as well. To make these benefits happen requires dialogue with those managers who can take advantage of the opportunity your event provides. They may also help you estimate the value of doing multiple things at an event instead of doing them one at a time in the future at additional expense.
Reporting these results in your event measurement report will add credibility and financial justification for your investment beyond the primary goal of increasing sales.
4. Promotion Value – This is often the least reported source of ROI, but promotion value at a marketing event provides real, identifiable value. Promotion value may be calculated using “ad equivalency” values, which are derived from what an equivalent advertising cost to accomplish a similar promotional impact would be.
It is less popular today to use “Ad Equivalency” values, although I believe it is undeniable that exposure through an event has at least the same value as that derived from paid advertising. However, it is still useful to report promotion value in terms of total impressions made at marketing events and to make comparisons with the exposure of your company versus that of your competitors. “Gross Impressions” are those that fall on the eyes and ears of anyone. “Targeted Impressions” are those that fall on the eyes and ears of those who fit your target profile. The total impressions are the sum of all gross and targeted impressions made as a result of show budgeted activity. These actives often include promotion activities in direct marketing, media, show exposure and exhibit exposure.
Discuss how you might value the exposure generated for your company with those responsible for corporate communications, advertising and PR.
Once you have identified and estimated values for some or all of the four elements of value, add them up and divide them by your event cost. The result is a useful index of event profitability or return on investment.
Using the payback ratio as an index is a great way to convey the value of your marketing events. The payback ratio provides qualitative and quantitative analysis of events and often times helps to more easily facilitate a discussion with executives. Remember to use the payback ratio as a simple measure of success for your event marketing program.
A great tool for conveying the value of your marketing events is the payback ratio. This is the ratio of the total value of estimated revenue, cost savings and promotion value gained through event activity, divided by the event cost. It is expressed as $ Total Value/$ Event Cost, for example $.42/1. The payback ratio serves not only as an indicator of event efficiency, but also as a useful way to compare past, current and future events.
The payback ratio is based upon estimates of the four main categories of value derived from marketing events:
1. Revenue (or gross profit margin) from the Sales Opportunities Afforded by the Event – This element of event value is cited most often, yet difficult to document. Often, many people are involved in many steps required to close a sale. And, the sales cycle may span years. It is possible to estimate probable revenue impact using internal assumptions, such as a “close ratio” associated with well-qualified event leads and an “average value of sale” for sales from those leads. The best approach is to discuss these assumptions with your sales team and get their agreement. It is also best to have the sales team define the “next step” expected of people who become leads through interactions at an event. Use “closed loop” systems such as sales automation, warranties, registrations and other types of tracking aids where available.
2. Retention and Growth of Current Revenue Base - Customer Relationship Management (CRM) is critical for virtually all organizations. Existing customers and their revenue are the usually the most profitable. I have companies criticized for devoting event marketing resources to interaction with existing customers, yet I would suggest this is one of the most valuable elements of a profitable event. Keeping customers up to date, reassuring them that their needs will be met, and thanking them for their business has a direct and measurable impact on retention and profitability.
Just as most companies have a recognized cost of sale, there may be a recognized cost of CRM. A significant percentage of that cost/ value may be accomplished through event activity. For example, a company might spend 5 or 10% of account revenue on customer service/ retention activity. For example, your company might estimate the value of an executive customer dinner held during an industry event,at 1% of your overall CRM effort for those customers for the year. The value estimate would be $.001/ dollar of existing revenue among customers seen at the event. This may not sound like much until you consider that these revenue numbers can be in the hundreds of millions dollars for a large company. For smaller companies, the impact of such an event is likely to be a much higher percentage of the overall CRM effort. Sometimes these event based “customer events” are the major CRM activity for the year, so a range of 20% or more may be reasonable.
Accomplishment of CRM goals is valuable for companies large and small and contributes to event value. Discuss how your company might determine a value of CRM activity accomplished at marketing events. Don’t forget to take credit for the cost savings made possible by using the event as a time and place opportunity.
3. Cost Savings/ Avoidance- Substantial cost savings and expense avoidance may be achieved through trade show activity. Events present “one on many” and "many on many” opportunities. This element of value is the most tangible and traceable source of ROI on an event. Large numbers of people in your "market universe" may be gathered in one place, thinking about the same concentrated range of topics. Prospects, customers, suppliers, allies, analysts, press, executives, sales, product management and marketing are all at a single event, usually at their own expense. The number and types of potential interactions are huge. Your event plan should have specific tactics to maximize the time, place and focus opportunity made possible by the event.
Be sure your activities at your next event are aimed not only at the income side of the profit equation, but the cost side as well. To make these benefits happen requires dialogue with those managers who can take advantage of the opportunity your event provides. They may also help you estimate the value of doing multiple things at an event instead of doing them one at a time in the future at additional expense.
Reporting these results in your event measurement report will add credibility and financial justification for your investment beyond the primary goal of increasing sales.
4. Promotion Value – This is often the least reported source of ROI, but promotion value at a marketing event provides real, identifiable value. Promotion value may be calculated using “ad equivalency” values, which are derived from what an equivalent advertising cost to accomplish a similar promotional impact would be.
It is less popular today to use “Ad Equivalency” values, although I believe it is undeniable that exposure through an event has at least the same value as that derived from paid advertising. However, it is still useful to report promotion value in terms of total impressions made at marketing events and to make comparisons with the exposure of your company versus that of your competitors. “Gross Impressions” are those that fall on the eyes and ears of anyone. “Targeted Impressions” are those that fall on the eyes and ears of those who fit your target profile. The total impressions are the sum of all gross and targeted impressions made as a result of show budgeted activity. These actives often include promotion activities in direct marketing, media, show exposure and exhibit exposure.
Discuss how you might value the exposure generated for your company with those responsible for corporate communications, advertising and PR.
Once you have identified and estimated values for some or all of the four elements of value, add them up and divide them by your event cost. The result is a useful index of event profitability or return on investment.
Using the payback ratio as an index is a great way to convey the value of your marketing events. The payback ratio provides qualitative and quantitative analysis of events and often times helps to more easily facilitate a discussion with executives. Remember to use the payback ratio as a simple measure of success for your event marketing program.
Thursday, September 22, 2011
Increasing Quality of Leads and Eventual Results at Trade Shows and Events
The following was my response to the question, "What's everyone doing about the POOR lead follow-up problem. Industry statistics indicate that LESS than 20% of leads ever get followed-up. Are YOU in that ball park?" in the Trade Show Help forum on LinkedIn:
This is an important topic! One way to increase quality of leads and eventual results (including the follow-up ratio) is to get participants to commit to a specific "next step" (best defined by sales). Too often, there is no "next step" defined and correspondingly there is no commitment by anyone for a specific follow- up.
An effective next step can be either human contact or automated interaction that moves the participant closer to a sale. For example, consider a qualified visitor at a construction show who completes a "test drive" in a heavy equipment simulator. That experience must ultimately result in a visit to a dealer, as they are the only ones who can actually sell equipment. The immediate "next step" however may be to get the prospect to sign up for the associated "concierge program" for test drive participants. This package (web based) steers the prospect to the dealer with motivating benefits in hand such as a discount, preferred financing and/or free optional equipment, etc. Getting the prospect to enter the program is the next step at the event. Tracking "goal conversions" identified with each step the prospect takes once enrolled provides the results tracking.
Whatever the next step for your business or product is should be a step in your sales cycle. Visitors who are signed up for the next step are much more certain to receive follow-up.
This is one example among many. What I have found is the concept of commitment (agreement) is central to the certainty of follow-up.
What are you thoughts on ways to improve lead quality and ensure effective follow-up? Email me edjones@constellaitoncc.com me if you would like to discuss.
Ed Jones
This is an important topic! One way to increase quality of leads and eventual results (including the follow-up ratio) is to get participants to commit to a specific "next step" (best defined by sales). Too often, there is no "next step" defined and correspondingly there is no commitment by anyone for a specific follow- up.
An effective next step can be either human contact or automated interaction that moves the participant closer to a sale. For example, consider a qualified visitor at a construction show who completes a "test drive" in a heavy equipment simulator. That experience must ultimately result in a visit to a dealer, as they are the only ones who can actually sell equipment. The immediate "next step" however may be to get the prospect to sign up for the associated "concierge program" for test drive participants. This package (web based) steers the prospect to the dealer with motivating benefits in hand such as a discount, preferred financing and/or free optional equipment, etc. Getting the prospect to enter the program is the next step at the event. Tracking "goal conversions" identified with each step the prospect takes once enrolled provides the results tracking.
Whatever the next step for your business or product is should be a step in your sales cycle. Visitors who are signed up for the next step are much more certain to receive follow-up.
This is one example among many. What I have found is the concept of commitment (agreement) is central to the certainty of follow-up.
What are you thoughts on ways to improve lead quality and ensure effective follow-up? Email me edjones@constellaitoncc.com me if you would like to discuss.
Ed Jones
Wednesday, May 25, 2011
Measurement Tip # 1
Be regarded as a manager of the business as well as a manager of trade shows and events.
(This is the first in a series of articles for the MC2 eConnections Newsletter)
Your career opportunities expand rapidly if you are seen as a manager who affects the profitability of the organization and not just your own budget. The best way to do this is to relate the accomplishments you measure to the basic business profit equation.
Revenue – Expense = Profit
In fact, the following two simple concepts will be the underlying basis for this entire series of tips and articles:
1) Your success as an event marketing manager
2) Relating accomplishments to business profitability
So let’s get started. . .
Revenue related accomplishments in a marketing context are usually related to sales. Generating new sales through interactions and resulting leads with potential buyers is the most obvious. Not so obvious, is protecting and growing the revenue you already have through your existing customers. Your event plans should address both.
Expense related accomplishments in an event marketing context are virtually unlimited. Expense reductions (aka cost savings) impact profitability dollar for dollar. When you have your company CEO meet with thirty customers and prospects over three days at a major event, consider the savings to your company.
Would a trip for the CEO to meet with those same customers individually cost $10,000 or more?
If you use the media center at a big show to accomplish a major announcement or product launch, how much is saved compared to doing it independently?
When you reduce the number of sales calls from five to two for qualified visitors reached through your shows, what is the impact on sales expense?
When you develop new digital graphics, video, web pages and social media for a major show, how many times will those assets be reused in the future and for how many purposes?
The examples are endless. Expense reductions are the greatest and most varied opportunities available to you as an event marketing manager. Expense related accomplishments should be a part of every show plan.
Other measures will be discussed in this series as well. Cost efficiencies, such as Cost per Visitor, exhibit efficiencies such as Number of Visitors, communications efficiencies such as Number of Impressions, and even measures on the overall show or event such as Traffic Density.
A good measurement program will show if your events are paying off for the business and if they are being managed for optimum efficiency. Measurement will also show you how to improve your accomplishments in both categories. I hope you tune in each month as we expand on the knowledge and skills to justify and improve your events and elevate your status in the organization.
If you have any questions related to event measurement please call us at 770.391.0015
Ed
(This is the first in a series of articles for the MC2 eConnections Newsletter)
Your career opportunities expand rapidly if you are seen as a manager who affects the profitability of the organization and not just your own budget. The best way to do this is to relate the accomplishments you measure to the basic business profit equation.
Revenue – Expense = Profit
In fact, the following two simple concepts will be the underlying basis for this entire series of tips and articles:
1) Your success as an event marketing manager
2) Relating accomplishments to business profitability
So let’s get started. . .
Revenue related accomplishments in a marketing context are usually related to sales. Generating new sales through interactions and resulting leads with potential buyers is the most obvious. Not so obvious, is protecting and growing the revenue you already have through your existing customers. Your event plans should address both.
Expense related accomplishments in an event marketing context are virtually unlimited. Expense reductions (aka cost savings) impact profitability dollar for dollar. When you have your company CEO meet with thirty customers and prospects over three days at a major event, consider the savings to your company.
Would a trip for the CEO to meet with those same customers individually cost $10,000 or more?
If you use the media center at a big show to accomplish a major announcement or product launch, how much is saved compared to doing it independently?
When you reduce the number of sales calls from five to two for qualified visitors reached through your shows, what is the impact on sales expense?
When you develop new digital graphics, video, web pages and social media for a major show, how many times will those assets be reused in the future and for how many purposes?
The examples are endless. Expense reductions are the greatest and most varied opportunities available to you as an event marketing manager. Expense related accomplishments should be a part of every show plan.
Other measures will be discussed in this series as well. Cost efficiencies, such as Cost per Visitor, exhibit efficiencies such as Number of Visitors, communications efficiencies such as Number of Impressions, and even measures on the overall show or event such as Traffic Density.
A good measurement program will show if your events are paying off for the business and if they are being managed for optimum efficiency. Measurement will also show you how to improve your accomplishments in both categories. I hope you tune in each month as we expand on the knowledge and skills to justify and improve your events and elevate your status in the organization.
If you have any questions related to event measurement please call us at 770.391.0015
Ed
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