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The future of B2B conferences
Global trends
• Weaker & more fragile economic growth
• Climate change
• Food & energy security concerns
• Unemployment & social upheaval
• “Generation Y” of social networkers
• Continued technological innovation
What will B2B conferencing look like in a
digital future?
How will you maintain competitive
advantage?
The 3 elements
1. Digital / hybrid conferences &
communities
2. Distributed teams &
management model
3. LEAN production model
Future competitive advantage
Unique Value Proposition +
Unique Value Chain
= Higher relative profit
Michael Porter, Professor, Harvard Business School
Competitive advantage
The value proposition today
• Learning
• Networking
• Collaboration
in physical spaces constrained
by time and location
The value proposition tomorrow
• Learning
• Networking
• Collaboration
in physical and digital spaces
unconstrained by time and location
• More convenience
• More continuity
• More connections & networking
• More collaboration
More customer needs served
The value chain today
Management model
• Hierarchical
• Functional silos
• Idiosyncratic
• Fixed locations &
teams
• High fixed costs &
overheads
Production model
• Linear / assembly
line
• Discrete campaigns
• High uncertainty
• Slow iteration
The value chain tomorrow
Management model
• Flat
• Flexible teams
• Systematic
• Distributed / mobile
• Closer to customers
• Lower fixed costs &
overheads
Production model
• Collaborative &
dynamic
• Continuous
campaigns
• LEAN development
& build-measure-
learn cycles
• Fast iteration

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The future of B2B conferences

  • 1. The future of B2B conferences
  • 2. Global trends • Weaker & more fragile economic growth • Climate change • Food & energy security concerns • Unemployment & social upheaval • “Generation Y” of social networkers • Continued technological innovation What will B2B conferencing look like in a digital future? How will you maintain competitive advantage?
  • 3. The 3 elements 1. Digital / hybrid conferences & communities 2. Distributed teams & management model 3. LEAN production model Future competitive advantage
  • 4. Unique Value Proposition + Unique Value Chain = Higher relative profit Michael Porter, Professor, Harvard Business School Competitive advantage
  • 5. The value proposition today • Learning • Networking • Collaboration in physical spaces constrained by time and location
  • 6. The value proposition tomorrow • Learning • Networking • Collaboration in physical and digital spaces unconstrained by time and location • More convenience • More continuity • More connections & networking • More collaboration More customer needs served
  • 7. The value chain today Management model • Hierarchical • Functional silos • Idiosyncratic • Fixed locations & teams • High fixed costs & overheads Production model • Linear / assembly line • Discrete campaigns • High uncertainty • Slow iteration
  • 8. The value chain tomorrow Management model • Flat • Flexible teams • Systematic • Distributed / mobile • Closer to customers • Lower fixed costs & overheads Production model • Collaborative & dynamic • Continuous campaigns • LEAN development & build-measure- learn cycles • Fast iteration