Need to reimagine your event or improve results but your organization is stuck in the past?

Need to reimagine your event or improve results but your organization is stuck in the past?

By Karen Vogel, EAG Partner

The realization that changes are needed for your event can creep up slowly or come suddenly. New executive leadership, missed financial goals, a competitive threat, downturn in the economy or other disruptions can really rock the boat for associations. An event operation once perceived as efficient and steady can suddenly seem inflexible and reactive, making change management difficult if not impossible.

 One of the most talked about Learning Lab sessions at the August 2018 ASAE Annual Meeting & Exposition was “Walk the Talk of Change Leadership.” Change is difficult for any organization, and non-profit associations are no exception. Mark Athitakis, a contributing editor for Associations Now, provides a great report of the session in his blog titled “Avoid the pitfalls of change management“.

Implementing any new initiative at an association is usually met with resistance. Why?  Because the path of least resistance is to maintain status quo, and no one likes to get out of their comfort zone.  The event team is already overloaded with their day-to-day responsibilities and they see change as just more work.

Doing the same thing over and over and expecting different results is the definition of insanity.  So, how do associations create a culture that supports change needed to reimagine an event or produce better results?  As Mr. Athitakis’ blog post points out, change management needs to happen at the top, but leaders also need to spend time considering how change plays out in middle and lower levels too.

 Along with creating a culture of change, below are some things to consider so your association can successfully make the necessary changes that can produce positive results:

  • Consider bringing in an outside event consulting firm. While often brought in to review what’s happened in the past or to create a strategic plan, consulting firms can be a catalyst for cultural change within the organization and help leadership and staff navigate the pitfalls of change management. An outside voice in the room gives rise to honest, sometimes difficult conversations that need to happen on the path to real change.
  • Make sure you have a solid plan for the new initiative or changes you are trying to implement, including the goals or financial targets, actions needed to execute, resources, timeline and metrics to measure success throughout execution.  Too often, associations try to implement ideas without a well-thought-out plan and most of the time, expectations fall short, goals are missed, and budget is wasted.
  • Think through the implications of a new initiative.  What actions do each department need to do to execute the strategy?  Develop a matrix for all actions and include the time it will take to accomplish the initiative for each staff resource.  Does your event team and other supporting departments have enough time to complete the initiative when it needs to be done based on the current event schedule and their workload?  Just adding more work without the necessary support will only discourage your team from supporting the initiative.  Getting buy-in from the staff at all levels and ensuring they have the necessary resources and support will go a long way to maximize employee satisfaction while getting everyone excited to put in the extra effort to ensure the initiative is properly executed.
  • Test and measure, test and measure, and test and measure again.  For example, if you are trying to attract an entirely new target audience to the event, don’t spend all your marketing budget right out of the gate.  Test and measure results and then adjust the messaging, target lists and creatives to continually optimize results.
  • Don’t try to do too many new initiatives at once and ensure there is plenty of time to plan and execute them.  Too often, associations try to implement several new programs or initiatives at once only to find none of them are given the attention or time needed.  Include the changes you want to make in your long-term strategic plan to allow plenty of time for planning and implementation.

Want to reimagine your event or improve results by implementing new initiatives, programs or strategies?  Make sure your organization has the proper change management process in place and the buy-in from the top down before venturing into unknown territory.  It will save a lot of time and costs and improve employee morale when you’re ready to implement changes!

Are You Tripping Over Dollars to Pick Up Pennies?

Are You Tripping Over Dollars to Pick Up Pennies?
By Rick Dobson, EAG Partner

Recently a meeting planner was struggling with what she perceived to be a serious problem.  The issue was that speakers who chose the special no-cost speaker registration option (which does not include any meal functions) were attending meal functions anyway.  Her inclination going forward was to reinforce the rule in writing to speakers, as well as policing the meal functions more carefully.  She was reaching out to her fellow planners for their advice.  Here’s how I responded. . .

You are not the first person to struggle with this.  But I don’t think it’s a problem that is particularly difficult to solve – it really comes down to a simple financial analysis.

Your conference registration includes three luncheons and two receptions, all of which are available for sponsorship and, therefore, are subsidized in whole or in part.  So, your effective per-person cost is relatively low.  Your registration fees, on the other hand, are significant: As much as $1,825 for non-members.

So ask yourself these questions. . .

How important is the quality of your program in terms of driving attendance?  

How much difficulty would you have attracting the very best speakers (i.e., the kinds of speakers whose inclusion in the program might actually compel someone to register who otherwise would not) if you fully enforced the rule that non-paying speakers can’t attend any meal functions? 

Now I’m sure your answer to the first question is “Very Important,” right?  And you’ve already indicated that many of your speakers balk at having to pay, so that suggests enforcement of the “no-pay, no-eat” rule could affect decisions some speakers make to accept an invitation to speak at your conference.  

The expression “Tripping over dollars to pick up pennies” I believe is applicable here.  As (another poster) suggested (and I think she’s absolutely right), many if not most of your speakers are unlikely to attend the entire event anyway. Between that and the subsidization of your meal functions through sponsorships, the savings you’ll realize through enforcement of that rule can’t be justified given the potential loss of registration revenue.

My opinion (and it is just that, my opinion) is to waive registration fees for speakers and not worry about the few meals they may consume.  The goodwill alone might be reason enough anyway.

Who decides when your show is a success?

A question was posted recently on a trade show forum asking readers if there is a ratio of attendees to booths that can be used to measure an event’s success.  I felt compelled to respond although I knew my answer to this person’s question was probably not what they had hoped for or expected.  Here then was my response. . .

In my opinion, there is no ratio of attendees to exhibitors that would be meaningful in any way, let alone determine your event’s “success.”  OK, perhaps you could devise a formula (or adopt someone else’s rule-of-thumb) for determining success, but it would only be your (i.e., the show organizer’s) definition of success.  But I don’t believe that’s particularly relevant or useful.  The only measurement of success that matters (again, in my opinion) is your exhibitor retention rate.  Exhibitors (at least the ones that actually care about investing their marketing dollars wisely, which these days is most of them) decide whether or not a particular show is “successful” based on how they performed against their own goals and objectives.  

Most exhibitors are looking to connect with a specific subset of attendees.  If the folks they want to meet are there, you have done your job (and by “you” I mean you and your exhibitors because it is – or at least should be – a joint effort after all).  Most exhibitors would probably be delighted if attendance was limited only to those individuals who meet that company’s own, specific qualifications.  Aisles crowded with tire-kickers and others who are not (and will not be) interested in a given exhibitor’s products or services just serve to make the “haystack” larger and the “needles” harder to find.

Advice on the Challenges with Collecting Registration Fees

An event planner sought help recently regarding challenges with collecting registration fees.  They allow persons to register and pay by check, but many such payments were still outstanding even by the start of the event.  This left them chasing payment onsite.  Making matters worse was the fact that many of these unpaid registrants became no-shows.  Here’s the advice I offered…

When someone registers for your event, they are effectively entering into a contract with you.  In exchange for the fee paid, you provide them with a “service” of some sort (e.g., educational content, access to the exhibit floor, meals, shuttle bus transportation, discounted hotels, etc. – whatever the case may be).  But there’s a big difference between this transaction and, say, a retail purchase.  If you were selling TVs, for example, and you agree to accept payment when the buyer comes to pick up the TV, it’s not a big deal if the buyer “no-shows” because you still have the TV and can sell it to someone else.  It’s not the same if someone who has registered but not paid no-shows.

Think about the guarantees you have to make that affect your costs.  For example, are any meals included in the registration fee?  (I doubt the hotel or convention center is going to waive charges for uneaten meals.)  When you start to itemize all the things you pay for on a per-person basis, the financial impact of no-shows can really add up.

In a perfect world, you want all persons to pay in full at the time the registration.  But, at a minimum, you want all accounts settled in advance of the first date at which you must make a guarantee or place a binding order for anything that is based on actual registration numbers.  Of course, it’s unlikely that you’d want to cut off registration that soon, which is fine.  But it’s critical that registrations made after a certain date be paid in full at the time of registration.  If you offer on-line registration, you should make sure your system can provide real-time credit card processing.  You mentioned that you allow payment by check.  Since that’s also an option for online payment, there’s no reason (I was going to say “excuse”) for any unpaid no-shows.  The only financial transactions you should be dealing with at your event are onsite registrants.

If you want to save yourself a lot of headaches and limit your financial exposure, a policy of not accepting registrations (or at least not counting them as “real”) without payment is your best bet. 

Merging Two Conferences Into One

An association organizer was concerned that her staff was stretched to the breaking point trying to manage two annual events and was contemplated merging the two into one.  She was interested in understanding the process for managing this change.  Obviously, with so many factors at play, not to mention the potential for unintended consequences, I suggested that a better starting point should be to focus on the “why” rather than the “how.”

We counsel our clients to start by defining the specific goals and objectives that motivate them to consider a change.  Freeing up staffing resources to focus on other important initiatives, which was this person’s primary motivation, may well have been reason enough.  However, I cautioned the importance of fully understanding the potential financial implications.  If the merger of events resulted in an overall reduction in revenue, would that be an acceptable price to pay for what you consider a “greater good?” 

All too often we make decisions based on what we think (or worse yet, hope) will be the result.  What it really comes down to is working through a series of “what if” scenarios, weighing the pros and cons of each and, ultimately, making informed decisions.  In other words, limiting the potential for any “surprises.”  This is definitely not a time for trial and error!

Negotiating for Success

An association meeting planner who’s contract with a third-party exhibit management company was coming up for renewal asked me recently for advice on negotiating the new contract.  The question prompted an interesting discussion.

How you approach any negotiation of this kind should really be driven by your goals and objectives, and how you measure “success.”  If the management company is responsible for sales and not just logistics management, and assuming non-dues revenue is as critically important to your organization as it is to most others, a key measure of success would be you’re bottom-line revenue (i.e., how much you have left after deducting all the fees paid to this company).

When negotiating contracts, there’s a natural tendency to focus on fees.  When it comes to sales, adding (or increasing) incentives might actually be more effective than negotiating a lower fee.  

Of course, there’s no blanket approach to contract negotiations since each situation is unique.  However, I think it is safe to say that you will want to place an emphasis on performance.  Any company you contract with should serve as a true partner, focused first and foremost on achieving your goals and objectives, understanding that their “rewards” come as a result of succeeding on your behalf.