This week I have been thinking a lot about event marketing plans, not least because I am creating them for a couple of very different clients. I’ve also been helping deliver a very complex report for a specialist IT consultancy, and this set me thinking about the processes we undertake when creating our promotional campaigns.
Within IT there is a clear differential between Keeping the Lights On processes, i.e. making sure that all of the technology works all the time, and those required to help a business change. An IT team can be good at keeping things ticking along but not necessarily strong in terms of innovating or developing new systems.
A key reason for this is often that management isn’t communicating the vision for their business fully with the IT team, that the latter don’t have the requisite skills or seniority to suggest innovations, and/or the IT are not communicating their capabilities further up the food chain. Within event businesses something similar often happens, where event directors set budgets or targets without consulting their marketing teams; marketing teams haven’t evolved to encompass new skills; or that innovations are only suggested after the available budgets have been announced.
These behaviours mean that the event promotional cycle gets locked into the short term view. Instead of looking for new ways of attracting audiences, the marketing team continues to try and wring just a little bit more out of the same dry old sponge. As discussed before in our post about ZBB, events do have a yearly opportunity to completely reassess their marketing activities so there is really no excuse for keeping on doing the same old things.
This doesn’t of course mean throwing the baby out with the bath water. But clearer communication of the long-term business objectives rather than ‘make more money this year than last’ could result in a realignment of strategy, perhaps investing in different technologies or content specialists. Where the goal is to inprove an event property’s investment/sales potential then this approach could prove both invaluable and financially rewarding.
unplugged: ʌnˈplʌɡd/ adjective
1.trademark (of pop or rock music) performed or recorded with acoustic rather than electrically amplified instruments.
2. (of an electrical device) disconnected.
A recent study by the research group Flurry found that people with smartphones now spend an average of 2 hours and 57 minutes each day on mobile devices, some of that potentially fuelled by the multitude of messages, emails, tweets and other content event organisers are pushing out to them on a minute by minute basis.
We don’t leave them alone while they are at the event either. If it isn’t asking them to contribute to a live Twitter feed we’ll be sending them reminders and directionals to ensure they know about every little aspect of the event whatever they are doing at the time.
A recent study by a U.K. psychologist, Sandi Mann, shows that all of this technological intrusion could in fact be reducing the benefits we spend so long creating for the audience, not least because we are preventing them from absorbing and thinking laterally about what’s on offer. In her study, Mann asked subjects to do something really boring and then try a creative task. What she discovered was that the more boring a task, the more creative their ideas were. Only by allowing our minds to wander, daydream and start thinking a little bit beyond the conscious, is our ability to do autobiographical planning, or goal setting, working at its optimum level.
So should we be looking to ‘unplug’ our audiences from their devices once we have got them through the door?
The continuing popularity of consumer events like Eroica Britannia, Taste of London and a plethora of music festivals in all parts of the UK shows that those which thrive are those which give their audiences a real participatory experience. The challenge for B2B events is much harder. Having got into the rut of believing the only way to get people to the event is to justify their time out of the office with more and more content, and that you have to remind them of what’s on offer every single minute of the show’s opening hours, it’s going to be a hard habit to break.
But if we want our audiences to fully engage with speakers, exhibitors and other delegates, and develop great ideas while they are our guests then perhaps we need to stop our constant, and frankly rather needy, electronic chatter.
It is the season for surveys (indeed we are currently conducting one of our own) and in December the US based publication Meetings Focus published their 2015 Trends Survey.
Overall the study shows that the US market is expecting to see increases in the demand for meetings over the next twelve months in conjunction with restricted growth in supply. The simplistic conclusion from this is that planners could see an increase in the rates that they are likely to pay for meeting space. However, further investigation into the figures suggests that things aren’t looking so bad for professional planners, indeed they may not be affected much at all. Those who leave booking hotel rooms/accommodation until the last minute are likely to be the ones left out of pocket.
Looking forward to 2015, the most optimistic sector is the independents, with 29.5% predicting that the number of meetings and events they will hold will increase in the next twelve months. By contrast, 33.3% of Government planners were predicting that their output would decrease, potentially a reflection of the continual tightening of budgets in the public sector, although this is less than recorded in the same survey a year ago. Across all sectors the majority view was that the status quo in terms of their event production quantities would be maintained in the coming year.
Although this survey is a good indication of sentiment in the US marketplace, it does not tell the whole story, particularly with respect to the assertions made in the report about supply and demand. While measuring hotel room occupancy forecasts against planner activity plans seems to suggest that there will be tightening in margins, it does not take into account the fact that many more, and varied, venues are becoming available to meeting planners adding another layer of competition which will affect price negotiations.
To read the full report Download it here