| Introduction | | | | delegates and ensure the event itself is more |
| This B2B Event Best Practice Guide is produced by | | | | memorable. |
| Marketing Options International (MOI) and shares | | | | Tying a venue with the theme of your event |
| best practice tips and advice for B2B event | | | | provides a powerful platform to showcase your |
| organisers. | | | | brand/product/service. MOI recently held an event |
| According to a recent survey conducted in May 2010 | | | | with the theme of 'Driving Business Performance' and |
| by MOI and B2B Marketing Magazine 70% of those | | | | selected Mercedes Benz World in Surrey as the |
| surveyed described events as either 'critical' or 'very | | | | venue. All attendees were offered the opportunity to |
| important' for their marketing strategy with almost | | | | test drive some of the cars around the old |
| 40% spending at least a quarter of their total budget | | | | Brooklands track. The venue, theme and message |
| on events. Over 92% stated that relationship building | | | | were seamless and the feedback was incredible and |
| is best conducted in a face-to-face situation with | | | | the client was delighted. |
| events considered to be the ideal medium. | | | | The other key facet to a successful event is the |
| With the survey results confirming that events | | | | food. Delegates always feedback on the standard of |
| continue to thrive in a digital revolution use this guide | | | | the catering and its too easy to overlook the |
| to help you maximise your event success. | | | | catering and get it wrong. It is vital to ensure that |
| 14 Top Tips for Event Success | | | | you take time to research your menus and where |
| 1. Understand your audience | | | | possible create a bespoke menu perfectly tailored to |
| The very first step should be to understand your | | | | the needs of the delegates accommodating all |
| audience. All too often MOI have seen events being | | | | religious and dietary requirements. |
| organised without a second thought for the target | | | | 8. Develop an integrated communications plan |
| market. Ensure you consider your audience from the | | | | An integrated communications plan is essential to the |
| onset. Put simply ask these questions: | | | | success of any B2B Marketing Event. Aim to touch |
| · Why are you running an event? | | | | each member of your target market a minimum of 5 |
| · Who are you trying to target and why? | | | | times and drip feed useful and relevant content to |
| · What benefit will your event provide to the | | | | the audience to maintain interest and awareness in |
| audience? | | | | the run up to the event. |
| · What pain, issue or need will it address? | | | | Social media is a fantastic way of engaging with your |
| · Why should people come? Are you offering | | | | audience and has the additional bonus of raising |
| anything new and interesting? | | | | awareness of your event. Social media tools that |
| · What speakers and topics would resonate with | | | | should be incorporated into your event strategy |
| your audience? | | | | include Twitter, facebook and LinkedIN groups. |
| · What event style is likely to appeal to your | | | | 9. Personalisation |
| audience and therefore maximise attendance levels? | | | | |
| · Where are your audience based? | | | | Make sure you have the correct details for each and |
| · Where and when would it be suitable to hold your | | | | every member of your target market. Take the time |
| event? | | | | to check the spelling of their name, company and |
| · Is anyone else doing anything similar? What is your | | | | address and where possible remember the past |
| USP? | | | | touch points and where they have engaged with you. |
| 2. Allow enough time | | | | This allows for deeper segmentation based on their |
| Allow yourself enough time. A typical event takes at | | | | past behaviour and with that comes much higher |
| least 8-12 weeks to arrange with venue finding being | | | | response rates. |
| a potential Achilles Heel depending on location and | | | | 10. Audience participation |
| time of year. | | | | Where possible seek to engage your audience during |
| It is also important to remember that a senior | | | | the event. There are a plethora of innovations |
| audience is often extremely busy and therefore, by | | | | around that can automate polls and solicit feedback. |
| allowing a minimum of 8 weeks notice will maximise | | | | Many delegates speak highly of organisations who |
| your chances of securing a slot in their diary. This will | | | | encourage interaction and speakers too can add |
| also allow you to execute a multi-touch audience | | | | more value by responding on-the-fly to feedback |
| generation programme to secure the target number | | | | from a live audience. |
| of delegates. | | | | Interactivity and audience participation need not be |
| 3. Test your message | | | | expensive. If the budget is restrictive cheaper |
| Due to time constraints this step is often skipped but | | | | methods of engaging delegates can be developed |
| should be considered vital to ensure that you are | | | | involving more simplistic techniques. |
| targeting the right audience with an attractive | | | | 11. Moments of truth |
| message. Here we recommend taking a 5% sample | | | | A moment of truth is any point of engagement with |
| of your target market and asking their opinion on | | | | your company and your target market. Make sure |
| your event theme, topic, location and timing. You can | | | | that as a team you map out each moment of truth |
| do this simply with an email followed by a | | | | and ensure that each and every interaction is well |
| telemarketing programme. This will allow you to solicit | | | | thought through and adds value at every stage. |
| feedback direct from your target market and help to | | | | 12. Minimise dropouts |
| refine and polish the event you deliver. | | | | Delegate Management is vital process in ensuring that |
| 4. Set clear objectives | | | | the delegates who register actually attend. This is an |
| Make sure you (and all other stakeholders) are clear | | | | area where MOI excel and have developed a well |
| on what you're trying achieve at the event. All to | | | | structured communication plan which is deployed to |
| often people use quantity of registrations/attendees | | | | each and every registering delegate. MOI events |
| as a metric over quality of registrations/attendees | | | | average 72.3% conversion with the industry average |
| which whilst is measureable is rarely going to result in | | | | set by Eventia in 2009 at 58%. The secret to |
| highly qualified leads. | | | | successful delegate management is succinct, regular, |
| Make your objectives are as quantifiable as possible | | | | multi-channeled and above all professional |
| and use the event as part of a wider strategy and | | | | communication. |
| be sure to develop both medium-long term goals | | | | Provide one point of contact for each delegate and |
| around the event. | | | | ensure to contact them to find out their dietary |
| Areas to consider for objectives include: | | | | requirements, travel arrangements and answers any |
| · Number of registrations and conversion to | | | | questions they have. Make sure this service is |
| attendees? | | | | completely tailored to each individual. Successfully |
| · Number of sales and / or marketing leads desired? | | | | catering for all needs and requirements helps to |
| · What sort of interest would you like to generate | | | | minimises drop out rates and leaves the delegates |
| as a direct result of the event? | | | | feeling valued and cared for. |
| 5. Set a budget | | | | 13. On the day |
| It is essential to set a realistic budget and stick to it | | | | On the morning of the event (or the night before if |
| as often with events budgets can spiral out of | | | | this is possible) make sure you meet with the on site |
| control. There are many different factors to consider | | | | events team early and run through the logistics of |
| when staging B2B events, each of which must be | | | | the day, the layout of the event (entrance, catering |
| considered. | | | | stations, conference rooms and emergency exits) |
| When defining an event budget its important to | | | | and each persons roles and responsibilities. A |
| consider | | | | representative should be present from all major areas |
| · Campaign creatives and communications | | | | of the production - audio visual, catering, hotel |
| · Venue | | | | rooming, venue and delegate management. |
| · Signage and materials on site | | | | Have all presenters slides loaded and run tests to |
| · Audio visual requirements | | | | ensure all AV is working effectively. Where possible |
| · Stage/stand design and build | | | | insist on using a pre-created deck for a seamless |
| · Delegate gifts, giveaways, incentives, stand and | | | | flow. Allocate time for a rehearsal so each speaker |
| traffic drivers | | | | has an opportunity to meet each other, familiarise |
| · Furniture and lighting | | | | themselves with the surroundings and equipment and |
| · Food and hospitality | | | | ask any outstanding queries. |
| · Speaker fees | | | | Allow enough time to check all signage and branding |
| · Event support/management | | | | so you have maximum awareness and the delegates |
| · Post event communications | | | | can easily find where they need to go. Always |
| · Travel and accommodation for team members | | | | anticipate that a delegate with arrive 30 minutes |
| attending | | | | earlier than you would expect. |
| · Contingency of 10% | | | | Provide a uniform for all staff so that they look |
| Make sure you undertake a cost analysis to establish | | | | professional and can clearly be viewed as the event |
| how much of the budget needs to be allocated to | | | | team and delegates can easily seek them out should |
| specific areas (see items above) and where possible | | | | they have any questions. |
| seek competitive quotes to make sure you are | | | | 14. After the event |
| receiving the best return on your marketing | | | | It's all too easy to pack up your boxes after an |
| investment. | | | | event, breathe a sigh of relief and focus your energy |
| 6. Build an events team | | | | on the next programme. But after the event has |
| Establish an events planning team and nominate a | | | | finished this is when you are likely to engage the |
| Project Manager to coordinate and oversee all | | | | most with the target market who are now warm |
| activities. The Project Manager should be given the | | | | and likely to be more receptive to your |
| authority to liaise with the wider team and make | | | | communications. |
| decisions for the event project. | | | | Make sure that 24 hours after the event has taken |
| Meet every week and bi-weekly in the last 4 weeks | | | | place that you send a thank your email to all those |
| prior to the event. Regular catch ups and briefing calls | | | | who attended and an email to the non-attendees |
| are essential to ensure that the whole team share | | | | providing them with a summary of the event and |
| ideas and are fully briefed with regard to the | | | | where appropriate access to materials presented. |
| expectations and logistics of the event. | | | | Within 72 hours aim to have spoken to all attendees |
| Post event ensure that the same team provides | | | | to solicit feedback and investigate any opportunities |
| honest and constructive feedback on the event and | | | | for sales engagement. |
| focuses on what worked and how things can be | | | | Ensure all attendees and non-attendees are added to |
| improved. | | | | your marketing database and any intelligence on |
| 7. Venues and catering, not just a location and food | | | | these individuals is captured. You can then use this |
| Whilst your traditional hotel venues offer a great | | | | group for future marketing and nurturing |
| option for any event our experience has shown us | | | | programmes. |
| that the more unique venues help to attract | | | | |