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Enabling corporate event sponsors and managers to demonstrate success

One in an occasional series about improving the performance of your business…

Everyone understands that losing proposals is a sure way to go out of business… But too many companies ignore the fact that chasing unqualified prospects is just as certain a route to the exits.

Don’t let that be you!

“The definition of insanity is doing the same thing over and over again and expecting different results…”

 Maybe Albert said it, maybe he didn’t – it doesn’t really matter. What matters is that you need to constantly refine your strategy to help your company thrive in the current economy.

Business performance metrics provides actionable insights to support your decision making process.

Let’s look at a favorite offender – the Blue Bird – an unearned sales opportunity that comes flying in from out of nowhere and lands on your desk requesting a proposal…

Consider these five qualifying questions that many companies use to manage the RFP process (you’ll probably want to personalize this list)…

  1. Is there an approved budget?
  2. Have you identified and spoken with the decision maker?
  3. Do you know who the competitors are and who the incumbent is?
  4. Does Mr. Blue consider you a credible candidate?
  5. Has Mr. Blue requested information on your website, signed up for your blog, visited your facility, seen a presentation, experienced a demo, talked to a reference or attended an event?

Most of your competitors will make an emotional decision and pursue a Blue Bird even if they answer NO to most or all of the above…

Here is how to use performance metrics to support your new business development strategy.

Take a piece of paper or a spreadsheet. On the left side make a row for each of the five qualifying statements. Note that you can get much more insight if you break down the fifth statement to mirror your sales funnel.

Then make ten columns and label them with the last ten pieces of business you went after. Put the jobs you won in bold or red.

For each project put a 1 in the row if you the answer is yes (i.e. if you knew there was an approved budget), and a big old goose egg if the answer is any version of no.

At the end of what might be a pretty painful walk down memory lane, total up each row and each column.

Now analyze the data by looking at the distribution from two perspectives.

  •  By row the totals tell you which qualifiers (steps in your sales funnel) are the most important to your success.
  •  By column you can see how closely the totals (going through the steps in the funnel) correlate to winning or losing.

You should be able to say something like:

“I can see that every time we didn’t check out the deal and skipped 2 and 3 we lost. And that every time the client understood our capabilities we won.”

Congratulations! You have just used metrics to determine which qualifying criteria most impact your success.

Integrating metrics into your decision making process will keep you from wasting time and resources and improve the ROI on your proposal budget.

Which new business development metrics are you currently tracking that aren’t on the P&L? What other aspects of your business can you apply these techniques to? What systems do you need to put in place to support this approach?

Please subscribe to our blog. When you do, be sure to let us know what event measurement and market research topics you need to know more about to help you in your work.



A successful event is measured by ROO and ROIIn our first post, we offered up our belief that ROO and ROI need to be measured separately because they provide different data about different aspects of the event. 

In our second post we began by stating that ROO is best used to measure how well Marketing executes against their objectives, while ROI is an appropriate measure of how effectively Sales leverages the investment.

 Here’s another way to think about how to use ROO and ROI together.

  • ROO tells you how to improve your event.
  • ROI demonstrates the value of the event to the company. It also provides a way to compare events against other marketing tactics.

Return On Objectives (ROO) is a forwards looking model that is based on understanding what an event must accomplish.

TIP ONE Effective objectives can only be set if the needs of both the attendees and the sponsor are both considered. This is especially true in the area of content development.

Successful events recognize that people attend to optimize their existing investment, to see new products, technologies and product roadmaps, improve their own skills and expand their professional networks. Failure to address these core interests almost always results in low evaluation scores and over time, falling attendance levels.

TIP TWO Effective objectives must reflect the role that the event plays in the sales cycle. A Product Introduction or Product Launch event that is intended to drive new orders has different objectives then a Roadmap or Technical event that is intended to foster brand loyalty.

Return On Investment (ROI) is a model that is based on determining the effect of the event on increasing revenue or profitability.

TIP THREE If, as is generally the case, you need to report metrics shortly after the event is over, we advise not using ROI.

There are two reasons for this and they are found on both sides of the ROI equation. The first is coming up with a dollar figure for the Investment. It takes time to wrap an event, and there is no point in setting false expectations with the early – incomplete – returns. The second is calculating the Gain. On this side of the equation, it takes time for orders to enter the system. And even longer to track those orders and report them.

Because ROO is primarily measured before, during and immediately after the event it is better suited to early reports. As a general rule, we recommend that ROI not be reported for a full quarter after the event closes.

Inevitably there will be discussions of early cost estimates and sales returns especially when there is a need to juice the numbers, but practically speaking it is very difficult to get to hard dollar ROI more quickly.

TIP FOUR The most difficult part of calculating ROI is getting the stakeholders (often most of the C-Suite) to agree on what the desired financial outcome is and the specific metrics that will be used to measure it.

As we suggested previously, one often workable approach is to distinguish between events where customers are already in the pipeline and events where customers will enter the pipeline as a result of attending. Of course there are many events where both take place which places additional requirements on the measurement scheme.

TIP FIVE An increasingly wide range of metrics including PR mentions and social media activity are being reported to demonstrate the success of the event. Some companies will include this type of activity (value it) in an ROI calculation while others see it as being part of ROO.

It’s a good example of the need for both ROO and ROI measurement techniques.

Are you measuring both ROO and ROI? What are the biggest challenges you are facing? What is working?

Please subscribe to our blog. When you do, be sure to let us know what event measurement and market research topics you need to know more about to help you in your work




Team GB achieved great ROI on the OlympicsAs we discussed in last weeks post, Part One: Should You Measure ROO and ROI Separately?, there are a lot of reasons to separate ROO and ROI measurement. One can argue that ROO measures how well Marketing achieved its goals, while ROI measures how well Sales leveraged the investment.

ROI was originally developed as a tool for comparing investment opportunities to determine which were worth funding. It is used in marketing as a way of comparing the effectiveness of various media campaigns.

Note that measuring event ROI puts the event on the same footing as other marketing investments – which can be a very good or a very bad thing…

Measuring ROI is based on identifying one or more specific outcomes.

The traditional ROI formula is:

ROI = (Gain from Investment – Cost of Investment)

Cost of Investment

 The two variables, Gain and Cost clearly demonstrate the challenge of making this calculation.

  • The Cost of producing an event goes well beyond the direct production and onsite expenses – there is usually an enormous investment in product and content development, as well as onsite staffing and support.
  • How much of this is actually assigned to the event directly impacts the potential profitability (Gain) of the event.

Calculating Gain demands consensus.

To get a useful company wide measurement, the stakeholders have to agree on how Gain is to be measured. One best practice is to treat Gain as a modified SMART objective:

  • Specific – the stakeholders have to agree on the desired financial outcome
  • Measurable –there has to be a (existing) way to track the outcome
  • Attainable – the goal has to reflect the capabilities of the organization
  • Relevant – the measurement reported has to matter to the entire organization
  • Time-bound – the measurement has to be realistically attributed to the event

Customer events can be pipeline accelerators and/or pipeline feeders

Many companies use events as a sales (or pipeline) accelerator. In this model, account executives (AE) bring customers who are already active in the pipeline (being pursued) to the event. The availability of a wide range of resources in a branded environment, together with a lock on the customer’s schedule makes it possible for the AE to close the deal faster.

The challenge comes with how to measure the impact of the event on a deal that is already in progress. If the deal closes on time (i.e. as projected in CRM) how did the event accelerate the sale? (S specific)

The other use of events is as pipeline feeders. The primary intent of the event is to create demand. The classic example is the product launch or dealer meeting, but there are many other formats for product showcases. (A attainable)

This type of impact can be easier to measure. If a customer attended the event, then bought ten widgets that were introduced at the event, it stands to reason that the event contributed to the sale.

The challenge comes with calculating how much of the sale should be attributed to the event. In addition, unless you can track sales by attendee, there is no way to measure the outcome. (M measurable)

The more difficult question is how long after everyone returns home does the event have an impact. The issue here is how many other marketing and sales stimuli the attendee is exposed to after the event. (T time)

When the event is the tip of a coordinated launch, some percentage of the sale has to be attributed to other influences. The longer the campaign runs, the less likely it is that the event can claim sole credit. In this type of situation it may make sense to simply consider the event in as another campaign cost, then look at the entire Cost versus Gain. (R relevant)

Of course real life is rarely that simple. Many events do both – so it is entirely possible that someone who attends “to be closed” will leave having seen new products and will then re-enter the pipeline. The only way that most companies can track this is CRM, which was developed to be a sales forecasting tool – and is generally maintained by Sales, not Marketing.

Are you measuring both ROO and ROI? What are the biggest challenges you are facing? What is working?

Please subscribe to our blog. When you do, be sure to let us know what event measurement and market research topics you would like us to cover.





Recently we were catching up with an old colleague. He is a senior marketer and in our correspondence he made the comment that “ROI and ROO for events can always use a closer look, as uncomfortable as that may get for those who don’t particularly want anybody measuring their lack of effectiveness.”

We’re not ready to opine on why some people and some companies resist measurement – after all our job is to determine the effectiveness of their work. But we did write back to say that we encourage our clients to measure ROO – Return On Objectives and ROI – Return On Investment separately.

In this three part series we are going to take a look at when to apply each type of measurements, then look at how to make them work together.

Return On Objectives, ROO, is a very flexible approach to event measurement because it is based on a specific set of event objectives.

We believe that the foundation of a successful measurement program is a crisply stated set of objectives.

It is not always easy to get people to articulate their objectives.

Defining the objectives should always involve the senior stakeholders and the event sponsor. While it seems incredibly obvious, it is necessary to state that objectives must be written in a way that can be measured.

That is to say, it should be apparent what success looks like, and perhaps what behaviors take place when each objective is met.

Please participate in the Event Measurement Best Practices Survey if you want to compare your objective development practices with your peers around the world

Once the heavy lifting is completed, a research instrument (or instruments) can be designed to measure progress against each objective.

Not everyone who attends an event is there to buy something!

Often event attendees are in early phases of the funnel (or purchase cycle if you prefer). This is reflected in marketing driven event objectives which typically focus on building awareness, ensuring consideration and reinforcing brand preference.   Other events target customers whom attend to implement or optimize their existing investment. The objectives for this type of audience are characterized by efforts to build long term brand loyalty.

These kinds of objectives cannot be readily monetized, making it very difficult to relate them to ROI.

When reporting ROO findings, the event content and the event itself can and should be thought of as an extension of the sponsor’s ongoing advertising and PR initiatives. Properly executed, an event is one more thing that pays dividends over time.

The “event effect” is the purest form of ROO measurement.

In our opinion, a properly designed pre-post survey is the most accurate way to determine if the event was successful in meeting its objectives. Because of the timeframe within which we execute these surveys, we consider the pre-post delta to be directly attributable to the event. We describe these findings as the “event effect.”

In a situation where multiple events are to be measured (e.g. a road show to multiple cities), the same objectives should be measured at all of the events so that the effect of the event on multiple audiences can be compared.

ROO measurement can be executed on a timely basis.

Because ROO measurement is developed and implemented to measure the success of a specific event, this type of research can be conducted by the sponsoring organization without the need for additional data from other groups.

Note that this is often a two-edged sword since an overly parochial approach often results in findings being ignored by other stakeholders…

But the event sponsor or manager can set a reporting timeline and very quickly report the success of the event to senior management.

Where ROO and ROI overlap…

It is worth noting that many clients seek to measure the impact of attending the event in generating new opportunities at the top of the funnel. This is characterized by a question like “as a result of attending are you now considering a product or products that you were not aware of prior to attending the event…”

How many of these “considerations” actually become leads, or lead to sales, takes us from a discussion of ROO to our next installment in which we will address ROI.

Are you measuring both ROO and ROI? What are the biggest challenges you are facing? What is working?

Please subscribe to our blog. When you do, be sure to let us know what event measurement and market research topics you would like us to



Why is it that the various stakeholders involved in developing and supporting customer facing events don’t share what they know? Why is it that customer insights are neatly segregated according to the precise lines of an organization chart… that looks more like a treaty map then a living document for business success?

All too oftem Marketing misses the chance to learn from the people who jump through hoops to maintain the relationship between customer and company the remaining 362 days a year…

Here are ten things that marketing can learn from sales to improve any event…

1/ Is the event in the right location? Sales knows which customers are reluctant to attend. Rotating locations and adjusting the arrival and departure days are examples of strategies that can be used to overcome this problem.

2/ Is the event scheduled appropriately? Often other events are vying for the same audience in the same time frame (either industry events or competitors events). Sales will also be very sensitive to an event that is too close to the end of the quarter.

3/ Are pre-conference field communications scheduled on a timely basis? Account reps need to start creating awareness well in advance of an event to make sure that a) it gets on the calendar and b) there is time for it to go through the internal budget approval process.

4/ Is the customer communication plan appropriate? Many times an account exec will be the first to know (and the first to complain) if the account is being spammed by too many messages from too many different senders. A disciplined, integrated communications plan is essential – the field is the canary in this coal mine.

5/ Is the audience acquisition campaign effective? While may be too late to do much about the audience acquisition campaign once it launches (for reasons of budget, response time and feedback mechanisms), it is important to assess the effectiveness of individual campaign elements while planning the next conference.

6/ What is the quality of the guest experience? When sales hosts their customers at an event, sales shares the guest experience. And while we tend to discourage focusing on logistics in customer surveys, it is often appropriate to use sales as a sounding board for information about lodging, transportation and f&b.

7/ Is the event content appropriate? As we have discussed in other posts, the primary reasons that people attend a conference is to acquire new skills and to gain an understanding of where the industry and company is going (the proverbial roadmap). Account reps often have a good feel for what their customers want or need to know – which can make them a valuable resource during the content development process.

8/ Are the online tools working? More and more companies are putting their agendas on mobile devices so that attendees (and sometimes account teams) can manage their individual agendas on site. When account execs share the attendee experience there is an opportunity to learn how to refine the tool going forward. (It is a given that a post event attendee survey will make it apparent if the tool is not working.)

9/ Do we have the right companies on the exhibit floor? Sales is a natural resource for sponsorship sales teams who are looking to add depth and/or breadth to heat up the expo floor.

10/ What are the key success metrics? This is not so much a question to ask sales in a survey, as it is the question that needs to be asked and answered by all of the stakeholders in the process of planning every customer event.

Increasingly we are working with our clients to define event metrics and KPIs that are independent of CRM and other pipeline related measurements. Please participate in the Event Measurement Best Practices Survey if you want to compare your practices with your peers around the world.

How are you taking advantage of the field’s knowledge of your attendees? What are the biggest challenges you are facing? What is working?

Please subscribe to our blog. When you do, be sure to let us know what event measurement and market research topics you would like us to address in future posts.














                                                                                                                                                                                                                                balancing the interests of buyers and sellers is the key to a successful show floor

We are constantly looking for ideas to write about for the blog. This week we went looking for inspiration on Linked In, and came across an interesting post from Michael Heipel. Michael works in Frankfurt, Germany where he manages some very big tradeshows and consults with show organizers about how to utilize new technologies.

Michael’s post describes new technologies that can be used to overcome the perennial challenge of connecting exhibitors and visitors.

His comments brought us back to one of our recent posts Delivering Success To Event Exhibitors.

While technology offers more and more ways for buyers and sellers to interact, in our experience the key to a successful “must see” conference expo still comes down to carefully matching exhibitors and attendees. As you can see from the graphic  a hot show is one where you have both the right content and the right exhibitors.

Developing a “must see” show floor is something that Kevin did for many years for commercial tradeshow clients like Ziff and IDG. In 2008, Kevin wrote an article for Forum Magazine called Measuring Tradeshow Success: More Than Counting Participants. (If you’d like a copy, please drop us a line and we’ll send you the PDF).

The centerpiece of the article is what we still call Audience Alignment Analysis:

“Simply stated, if trade show participants with known buying interests can interact with the types of products and services of interest to them, they are likely to find the expo a very satisfying experience. Similarly, if exhibitors are presented with potential buyers on the expo floor who have desired demographic profiles and buying interests, they will likely find the expo to be well worth the investment.”

Although the financial contribution of the exhibitor may be less important to the success of a corporate event, the chance to present to qualified buyers is paramount to ensuring their support.

The article describes specific metrics that a sponsorship sales team can use to plan a campaign, one of which is Buyer Density.

“Those categories with very high buyer densities are prime candidates for recruiting new exhibitors who will find qualified buyers at the event, while categories with low buyer densities provide insight into the types of participant buyers that need to be added to the audience.”

What are you doing to align the interests of your attendees with your exhibitors? What are the biggest challenges you are facing?

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One does not have to spend many years in the event business to know that there is a well established rhythm to the process. It goes something like: book the site, book the hotel, book the talent, book the crew, start the theme meetings. These things are so important that no event sponsor, manager or planner will ever miss a due date.

Obviously this type of planning is critical – which is why events are usually managed by a skilled, dedicated team who are accountable for developing and executing the program.

What about the event measurement program that demonstrates the success of the event and supports the KPI’s?

Not so with event measurement which is often a red-headed step child. Sure someone can always bang out a quick survey while they are onsite at the event…

But if an organization wants to use market research and event metrics to drive change, then there needs to be a master plan… and by extension someone responsible for driving that plan throughout the year.

A master research calendar is essential to plan research, analyze the data, develop actionable recommendations and implement them across the organization.

Exactly where in the organization the responsibility for event measurement and research should rest is a question that we are exploring in the Event Measurement Best Practices Survey.

Obviously a great deal depends on the organization, and what management wants to use the data to accomplish. As a general observation, if this type of research is to be used strategically, the program owner needs to be connected across the organization to the larger view of sales and marketing.

Here’s why.

Using research effectively means that it is considered as part of the solution. Which means that it needs an advocate at the table when initiatives are being developed.

Properly planned, event research can impact audience acquisition, exhibitor sales, content development, brand perception and the sales pipeline.

To fully realize the value of an event-based market research initiative, the findings must be available in time to be acted on by those tasked with implementation.

This means that the research (be it a survey, focus group, interviews or other analysis) must be planned so that the work can be developed, implemented and analyzed on a timely basis… So that management directives can be formulated before the event cycle hits the relevant milestone.

In many ways, the very structured approach to event management is a plus to this type of effort since it is generally very clear when many of the key milestones are.

Do you conduct your event research and event metrics program independently of the event cycle? What is the biggest challenge you face?

Please consider subscribing to our blog. When you do, be sure to let us know what event measurement and market research topics you would like us to address in future posts.




The unsung heroes of many corporate events are the sponsors, partners and exhibitors (collectively exhibitors) who pay for the privilege of creating your show floor. Their staffs, displays, door prizes and enthusiasm – to say nothing of their financial contributions – are essential to creating a buzz around your event.

A vibrant show floor is essential to demonstrating market leadership.

Exhibitors and attendees have one thing in common – they both expect to get a return on the time and money they spend attending your event. (Obviously each group has specific interests, most of which do not overlap with each other or with yours…) Engaging your exhibitors is an important key to creating energy at your event. Satisfying the needs of exhibitors is the best way to earn their loyalty and ensure their long term support for your marketing program. While it is tempting to look at exhibitors strictly from the perspective of the value of the “package” and the “opportunities” it affords “them”, that approach badly misses the point.

All of our work for commercial tradeshow producers like Ziff and IDG makes it clear that the thing an exhibitor values most, the thing that makes a conference “hot” or “a dog” is whether or not they have the chance to talk to people whom they believe are likely to buy their product, service or solution.

We call this process audience alignment, and we believe that it is the most important thing a corporate event team can do to enhance the attendee show floor experience.

Demonstrate to your exhibitors that you are delivering their target audience.

There are many ways to align your exhibitors and attendees.

Today we’ll look at the first in a series of tactics you can use to begin to align the needs of your exhibitors with the interest of your attendees.

Your registration and event measurement programs both should contain information that is of value to your exhibitors and potential exhibitors.

A simple but effective strategy is to assemble an attendee profile based on historical data that your sales team can share with their prospects. This type of profile provides demographic information about title, department, industry, purchase role, location and other variables specific to your industry. In addition, we often recommend including post event survey data specific to attendees interacted with exhibitors – time spent, booths visited, meetings requested and so on.

Finally, if you do an exhibitor survey (something we generally recommend) you can provide data about leads collected and other metrics.

Keep in mind that there will always be sales people who are reluctant to share this type of information because it could “cost them a sale”. While it may initially seem counter-intuitive, when you stop to think about your long term goals for the event, this type of transparency enhances the value of participation in two important ways

.First, if your audience profile is not of interest to an exhibitor, you really don’t want them on your show floor. Not only are they going to be unhappy, they are not going to have the kinds of offerings that your audience is looking for. Which makes it a lose – lose – lose situation for the attendee, the exhibitor and your company… which is something to be avoided at all costs.

Second, many exhibitors will use these insights to tune their offering to your attendees. Whether this takes the shape of bringing the right product experts, developing the right seminar or keynote content, featuring the appropriate demos or simply having the right literature on hand; these kinds of actions are an essential part of creating a high quality attendee experience.

A logical and excellent complement to a historical audience profile, is an up-to-date profile based on registration data delivered immediately before the show opens. This helps booth staffs to understand who is likely to be visiting them, something they will no doubt confirm through their own data collection.

A related concept that we are exploring in the Event Measurement Best Practices Survey is the use of RFID technology to create daily reports about booth traffic. If nothing else, this can go a long way to countering the argument that “we had no traffic” or “nobody was qualified”.

What kinds of things are you doing to ensure that your exhibitors are getting the most out of participating in your event? What is the biggest challenge you face?

Please consider subscribing to our blog. When you do, be sure to let us know what event measurement and market research topics you would like us to address in future posts.





We were reflecting on Independence Day.

Celebrating the wisdom of the Founding Fathers.

Marveling at the enduring perfection of our Union.

This is a country where one person, one vote, one percent makes all the difference.

Which is a funny thing to see and say, because in our world of statistics and probability, 1 is not very important at all.

The next biggest 1 is what we round up to.

1 is a (very) small margin of error.

1 is not a significant difference.

1 is “dust”, too small to tell us much of anything or mean anything at all.

Above all 1 is never a majority.

Unless, of course, it is a probability of 1 – making it a certainty.

Yet in these United States, nothing is ever certain…. every time we hold an election one person casts the deciding vote.

One vote is all that it takes to set our town or city or county or state or country on a brave new course.

That’s when it hits you… What a perfect system we enjoy. How amazing that it can be so attuned to one vote, and guided by that deciding one, endure so many years.

What an important reminder as we search for meaning in numbers, trying to make sense of the answers we have gathered to the questions we have asked.

Whilst all the while, the real answer, the answer of one defies our science.

An audience is the sum of the preferences of one.

An audience is the sum of the choices of one.

How do we plot a course across the sea of 95% confidence and still hear every voice?

How do we reflect the preferences of the audience, as well as our country reflects the will of the people?

Please participate in the Event Measurement Best Practices Survey and share your experiences.

Please consider subscribing to our blog. When you do, be sure to let us know what event measurement and market research topics you would like us to address in future posts.



Coming up with the right mix of content has always been the toughest part of corporate events, and as economic pressures continue to mount on conference teams, the choices aren’t getting any easier.

On the one hand you have enormous internal pressure to promote the latest and greatest widgets, silver bullets and game changers. The company has invested a year or more in development, and has wisely chosen your event for the big debut to its most important customers. Now they want coverage and plenty of it.

On the other hand, are those very important customers who make your event a marketing weapon. Their business and personal interests go well beyond your latest shiny objects. In fact, post event survey after post event survey demonstrates that their priorities are always on two things: gathering the information necessary to get the most out of their current product investment. And acquiring the skills that will enable them to get a raise, a promotion or even a better job.

Seen in this light, it should be apparent that the way that you balance these two seemingly competing agendas has everything to do with this year’s conference ratings, the event ROI and the long term success (and so value) of the event.

So what is the secret?

In our experience, it all starts with designing each session with a particular audience segment in mind.

Here’s why.

The number one content related complaint is that session titles and descriptions don’t match the content that the presenter delivers. If you want to improve your session scores, keep the presenters on topic.

Of course there are lots of reasons this doesn’t always happen, especially when a speaker does not work directly for your company. The problem is that the reasons and excuses don’t mean much to the people who feel that they have just wasted their time on (your) irrelevant content.

By specifying a segment of the audience, then developing the content to meet their needs and interests, content developers are effectively “forced” into a degree of specificity that will help attendees to identify appropriate sessions.

The second content related complaint is presentations that have everything to do with the product manager’s agenda, and nothing to do with the attendee’s interests. If it’s not done with great skill and a very light touch, people really resent getting sold to – especially if they have to pay for the privilege.

Here too, designing the content to meet the interests of a specific audience segment is a best practice.

By challenging the presenter to think in terms of the interests of one segment of the audience, you help them move from the generic to the specific. And as a result, the rarely successful one-size-fits-all (complete with generic or even segment inappropriate examples, demos and case studies) becomes one specific size, targeted to a specific audience – complete with relevant examples, demos and case studies.

Is it more work? YES, there is no free lunch to get it right. But, importantly, it is also more effective… and so more likely to lead to the new marketing and sales opportunities the event is intended to foster.

How do you go about balancing the competing needs of your company and audience? What content development techniques have you found to be effective?

Participate in the Event Measurement Best Practices Survey and share your experiences.

Please consider subscribing to our blog. When you do, be sure to let us know what event measurement and market research topics you would like us to address in future posts.