Strategic Meeting Audits: Leveraging Big Data to Improve ROI
•Descargar como PPTX, PDF•
1 recomendación•458 vistas
Bob Thomas, IOM, CAE, CMP and Aaron Wolowiec, MSA, CAE, CMP, CTA delivered this presentation during the Michigan Society of Association Executive’s annual meeting on Wednesday, July 9, 2014, at the Amway Grand Plaza Hotel in Grand Rapids, Mich.
Recomendados
Recomendados
Más contenido relacionado
La actualidad más candente
La actualidad más candente (20)
Destacado
Destacado (20)
Similar a Strategic Meeting Audits: Leveraging Big Data to Improve ROI
Similar a Strategic Meeting Audits: Leveraging Big Data to Improve ROI (20)
Más de Event Garde LLC
Más de Event Garde LLC (20)
Último
Último (20)
Strategic Meeting Audits: Leveraging Big Data to Improve ROI
- 1. STRATEGIC MEETING AUDITS LEVERAGING BIG DATA TO IMPROVE ROI AARON WOLOWIEC, MSA, CAE, CMP, CTA BOB THOMAS, IOM, CAE, CMP
- 2. OBJECTIVES • ESTABLISH GOALS AND OBJECTIVES FOR EVENTS • EVALUATE SUCCESS OF MEETINGS AND EVENTS • USE DATA FOR PLANNING FUTURE MEETING STRATEGIES
- 3. WHY DO WE HOLD EVENTS? • Marketing • Education and Training • Communication • Sales/Fundraising • Build Trust/Persuade • Networking/Relationships
- 4. WHY SET GOALS? • To measure progress or success • To align resources for greatest impact • To mark progress to-date and stay on track • To allow for a change in course when necessary • To change direction of the industry/membership
- 5. HOW TO SET GOALS AND OBJECTIVES • Start with a long-term vision • Keep them SMART • Prioritize what’s important • Balance short-term and long-term • Keep them visible • Revisit regularly • Celebrate successes
- 6. MEASURING SUCCESS • Dollars • Conversions • Attendance • Education • Retention • Affinity/Good Will • ROI
- 7. COLLECTING DATA • Surveys • Event history • Objectives met • Assessments • Evaluations • Budgets • Technology • Interviews • Observations • Flash Focus Groups • Debriefs
- 8. ANALYZING DATA • Chart out data – Identify cause-effect relationships – Identify correlations – Look for patterns or trends • Look for anomalies • Benchmark against other events or organizations, industry
- 9. INTERPRETING DATA • Set a hypothesis and test against it • Confirm findings against variables • Use the data to draw conclusions and make recommendations • Interpreting results or trends over time help to explain or support strategies
- 10. STRATEGIC QUESTIONS • Did the meeting or event match our mission? • Did the meeting match our core values? • Did the meeting meet member expectations and needs? • Did the meeting meet the needs of the organization? • Is the event necessary to our organization’s success? • Is the event necessary to our members’ success?
- 11. USING DATA • To sell sponsor packages and demonstrate value • To persuade attendees to participate or belong • To educate speakers about their audience • To work with suppliers and vendors in the sales process
- 12. WHO ARE YOUR STAKEHOLDERS? • Attendees/Members/Customers • Sponsors/Vendors • Investors • Sales/Suppliers • Government • Community Members • Non-members/Prospective Members
- 13. DEVELOPING AN EVENT STRATEGY • Set a clear mission and vision • Identify core values for the organization • Arrange events so they meet the needs of the members and the organization • Be mindful of resources required for success • Do the research to ensure success • Communicate why the events are important to staff and stakeholders • Develop an evaluation process
- 14. CASE STUDIES
- 15. NEXT STEPS
- 16. CONTACT US Aaron Wolowiec, MSA, CAE, CMP, CTA Direct: (616) 710-1891 Email: aaron@eventgarde.com Bob Thomas, IOM, CAE, CMP Direct: (517) 371-7639 Email: bthomas@michamber.com
Notas del editor
- Introductions and background
- Is there anything else the group would like to talk about with regard to using data for strategic event planning?
- Review why events are important to any association’s portfolio for: Marketing Communicating Selling Relationship Building Ask for real examples for how associations are using events to support their strategic plans or missions.
- Goals are important tools for measurement and accountability. Used in conjunction with an organization mission and vision, they help draw the map for change (improvement, new direction, etc). Ask about attendee involvement in goal-setting and strategic planning, or support of these activities.
- Talk about process: Alone or with a team? Decision makers or implementers? Who’s invested in the process and how do we influence it?
- Understanding the purpose of the meeting helps to direct measurements for success. A seminar will have expectations to provide education primarily, but also might be a driver for revenue, membership engagement, or membership development. A convention, on the other hand, will have expectations for high attendance/engagement and for building affinity or generating good will. How do you organizations measure success for events? How does this support your strategic plan and/or the mission of the organization?
- Ask the audience to share their tools for measurement: Apps Software Forms Processes
- Event history is important for establishing goals. Looking at events over time will help to support arguments for keeping or removing events from the strategy, for changing the approaches or tweaking agendas for continuous improvement. Even with out event history, collecting data will help to evaluate events and impacts on the organization. Caution about over-analysis, making false conclusions, or reacting too quickly.
- Give examples for establishing a hypothesis and confirming findings. Example hypothesis: A networking event with a large attendance will result in greater affinity to the organization and member-to-member (measured by high retention and satisfaction rates). Analyze through surveys and/or focus groups to get narrative data Measure retention rates
- Data is just data. Interpretation supports action. Here are some examples of questions to ask for interpreting data.
- This process is only good if you use it. Develop a plan for using the data to support tactics such as selling sponsorships, encouraging attendance, or to influence stakeholders. Demonstrating control of your data shows you measure and account for results and adds credibility to your asks.
- Having an event strategy support the importance of meetings to the organization’s purpose. A clear and measured strategy will add value to the marketing or communications mix and can be integral to non-dues revenue and engagement.
- (Meeting is losing money, attendance is down; org continues to cut expenses) (Organization is flooded with events; more than 80 per year; staff is burned out, attendance is stagnant) (Events are making money and attendance is up, but membership is not the primary attendee) Examples from the audience?
- ++What really stood out for you in what we learned today? ++What made you feel anxious? ++What made you feel excited? ++What insights emerged for you? ++What other questions did this raise for you? ++So, what have you learned? ++How will this impact the work you do for your association?