| There is a saying that the effective presentation is | | | | - We can always contact other speakers. Organisers |
| the relevant presentation. And it is equally true that | | | | will put us in touch with other speakers for earlier |
| the effective presenter is the one who provides | | | | events in addition to the planned event. If there is |
| relevance to their audience. In both instances we | | | | any difficulty with earlier events, note that where the |
| note that relevance is the biggest determinant when | | | | previous year's event was publicized on the web |
| we come to judge the effectiveness of any | | | | there will inevitably be a string of contact details still |
| presentation. But what is relevance if it is so | | | | available. Other speakers will give us further insight |
| important? Well, for starters it is incredibly simple for | | | | into audience characteristics, their likes and dislikes. |
| something that is so important. To be relevant, in the | | | | They can also tell us what worked and what did not |
| minds of our audience, our presentation has to | | | | in their presentations -- how effective were they? |
| associate its title, subject matter, content and | | | | Knowing how our audience is selected for an event |
| findings with the immediate cares and interests of | | | | can also be telling, not least because their selection |
| the audience. I did say that it was simple. | | | | impacts how we know and understand them and |
| But for something that is so simple it is often | | | | how we prepare material that is relevant. Typically |
| overlooked. If we think of the presentation from the | | | | our audience can be selected in one of 3 ways: |
| mindset of the audience. The value that the audience | | | | |
| extracts from their participation has to outweigh the | | | | 1. Self-selection -- where the audience has actively |
| costs that they incur in their attendance -- time, | | | | chosen to participate in a conference, discussion |
| travel and reputation costs. None of these costs can | | | | forum or association meeting. This audience will give |
| be overlooked -- particularly that of time which surely | | | | us the most information about their likely needs. But |
| has the largest value. If the audience judges that | | | | they are also likely to be the most demanding. |
| their time is better spent doing something else or | | | | 2. Selected -- where the audience has been co-opted |
| listening to someone else then we have hardly been | | | | to attend a meeting in-house or off-site. In all |
| effective. Knowing the costs incurred in participation, | | | | likelihood this will be an organisation briefing, a sales |
| therefore, our task is to make the presentation as | | | | conference or some kind of distributor event. This |
| relevant and topical as it can possibly be -- looking to | | | | audience is likely to be the most homogeneous and |
| outweigh the costs of audience participation with our | | | | there will be plenty of information about them. If not |
| added value. That is the immediate hurdle. | | | | demanding, they will certainly demand relevance to |
| Knowing our audience better is the first step in | | | | keep their attention. |
| achieving relevance and getting to an effective | | | | 3. Passing traffic -- where the audience attends an |
| presentation. And like most marketing activities there | | | | event spontaneously or without any prior |
| are some useful techniques to help us know our | | | | arrangement. We come across these passing traffic |
| audience or market better. These techniques give us | | | | audiences at trade shows, exhibitions and expositions |
| the means to segment our audience, to profile their | | | | where the organisers offer seminar opportunities that |
| likely drivers and gauge their responsiveness to our | | | | are available to all show attendees. If we plan to give |
| presentation. There are several methods that we | | | | such a seminar we will have little prior knowledge of |
| adopt to help us get started: | | | | who will join us on the stand or in the seminar room |
| - We can refer to former participants at an event. | | | | -- but analysing the previous year's list of attendees |
| First of all we should speak to colleagues and | | | | is essential. |
| acquaintances about the event in which we plan to | | | | By analysing audience data we can establish the |
| speak. We can easily establish who attended the | | | | framework for strong and relevant presentation |
| event the previous year and their rationale for being | | | | content. We should now have a good idea of the |
| there. They could also clarify what benefit they | | | | particular interests of our audience, their requisite |
| expected to derive from their presence and the | | | | needs, their dislikes, and their primary drivers. With |
| success of the outcome. | | | | this information we can incorporate topical elements |
| - We can refer to the event organisers. The | | | | into the presentation's content. We can introduce |
| organisers will give us access to a participant list -- | | | | industry sector news and key issues into the subject |
| perhaps last year's list and a summary of delegates | | | | matter. We can make reference to key figures in |
| for the planned event. The listing will provide details | | | | certain organisations or industries -- we can |
| on the participants by name, job title, organisation | | | | demonstrate that we have a rapport with the people |
| and industry sector at the bare minimum. It might go | | | | and concerns that fill our audience's working days. In |
| further with geographic base details for instance. | | | | demonstrating relevance we also demonstrate |
| With these records we can establish a picture of the | | | | effectiveness. We still have some way to go, not |
| "typical" participant and gain some insight into their | | | | least we have to ensure that our presentation is |
| likely requirements. You should note here that for | | | | useful and meets our mission requirements, but we |
| many organisations the event organiser is likely to be | | | | have achieved relevance by knowing our audience. |
| an internal team member and, very often, is either | | | | We are well down the path to being an effective |
| the Executive Assistant of the VP or Director -- | | | | presenter. |
| discretion is needed! | | | | |