Tag Archives: #conference planning

B2B Conferences: Essential Marketing Tactic…or Waste of Time and Money?

Regardless of industry, B2B conferences and seminars can be a significant waste of time, money and opportunity. But the conference sponsor is typically not at fault for the lack of return on this marketing investment. It’s often the result of poor planning, lack of creativity, laziness or unrealistic expectations by the companies that participate in them.

Here are three issues you should address, in advance of investing in a conference of any kind:

Do I understand the inherent marketing value of conferences? Before it became a “pay to play” world, there was some brand stature and inherent 3rd party endorsement associated with participation as a keynote speaker or panelist on a conference agenda. Nowadays, however, even if you’re invited to speak, attendees will likely assume that you’ve paid for the privilege, so the brand cachet is diminished.

The real marketing value of participation in any conference agenda is not based on what you say to the 100 attendees during your 15 minutes on the podium. Instead, it’s based on what you do, both before and after the conference, to reach, influence and engage the 1,000+ or 2,000+ decision-makers who were either too busy or too important to attend the event. In many respects, a conference simply provides a legitimate reason to communicate with those individuals who are most important you.

Do I have the internal discipline to make conferences a worthwhile investment? Because conferences are expensive, inefficient, haphazard and difficult to evaluate, you must establish an internal discipline and specific strategies to harness their marketing value. For starters, you need access to a robust, accurate database of your clients, prospects and referral sources. Possessing a list of conference attendees, either before or after the conference, is of lesser importance.

You also need to create a detailed communications strategy – tailored for each event – that addresses how you intend to:

  • Share intellectual capital associated with the event (either generated by you or someone else), and how to
  • Leverage that intellectual capital to drive engagement with your target audiences either before and / or after the conference.

For example, if you’ve given a conference presentation, you can send highlights of your remarks to your database shortly after the event, and offer to send them your complete remarks or PowerPoint slides. Or you can convert your presentation into a bylined article for publication in an appropriate business or trade journal, and then send target audiences the published piece along with a personalized cover note.

If you’re not on the podium, you’ll need to be more creative. For example, you might send your target audiences a “Sorry I missed you…” communication that provides your insights on the conference’s highlights, or expresses a contrarian viewpoint related to its underlying theme. Or you might even consider hi-jacking the conference agenda, by inviting high-value targets to a roundtable discussion / reception at a very exclusive venue near the event. (Conference sponsors do their best to prevent this type of guerilla marketing.)

In all cases, the strategic goal is to amortize the time and money you’ve invested in the conference, in order to reach a wider and sometimes more appropriate audience. By using the conference credibility (or its related topic / theme) to showcase your intellectual capital, drive top-of-mind awareness and foster direct engagement, you’ll have a much greater likelihood of yielding a connection between the event and tangible business metrics, including new client engagements and revenue growth.

Are my expectations for this conference realistic? Sometimes lightning actually does strike: you’ll make a connection at a conference that eventually leads to new business. But most of the time, putting your company’s logo on a lanyard, participating in a panel discussion, or sponsoring a mid-morning coffee break will lead to absolutely nothing. If there were a consistent direct connection between conference participation and business growth, there would be a very long waiting list for sponsorships.

If you understand that conferences will always be a low percentage marketing strategy, then you have a clear choice. You can either:

  1. Avoid conferences altogether, by hosting your own private events or programs.
  2. Leverage your participation to showcase intellectual capital with a wider audience.
  3. Simply enjoy the camaraderie, the golf / tennis / beach, and the nightlife…and hope for the best. In short, conference participation is similar to all other marketing-related tactics. Smart, focused and strategic will always produce better outcomes than “one-size-fits-all” solutions.

In short, conference participation is similar to all other marketing-related tactics. Smart, focused and strategic will always produce better outcomes than “one-size-fits-all” solutions.

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Thought Leadership For Sale: Surviving in a Pay-to-Play World

Pay-to-Play Is a PR Business Reality

Most PR practitioners quickly learn that the Chinese Wall protecting editorial integrity from the influence of paid advertising can be, like the Pirate’s Code, “more of a guideline than an actual rule.” For better or worse, at a great number of well-known and respected media sources, advertising can purchase anything from regular coverage of meaningless news items, to top billing in an industry roundup, or even an outright puff piece.

Despite denials and indignation from journalists, money does talk at many print, electronic and online media sources; often in direct relation to the financial health and business prospects of its corporate owners. These quid pro quo arrangements are never in writing, and typically communicated over a lunch with a publisher or sales rep who, with a smile or a wink, assures the client or agency that, “I have no influence over editorial…but I’ll see what I can do.”

Trade and professional associations are not burdened with an obligation of intellectual honesty akin to that of the Fourth Estate. But it’s safe to assume association membership expects that guest speakers and “experts” featured on the agenda of their organization’s annual conference will be selected on the basis of experience, insight and presentation skill. A small number of these groups do restrict vendors from agenda participation, but at most industry conferences, any outside 3rd party can purchase a prominent place on the program agenda…and many of those presentations are poorly disguised sales pitches.

This sale of “thought leadership”– market visibility with inherent credibility – is neither a recent development nor a crime that deserves a congressional investigation. Pay-to-play is a fact of business life, and to deal with this reality, PR and marketing professionals can either:

  • Use the market advantage that deep-pocketed companies have over their (limited budget) client or employer as a convenient rationalization for their inability to generate (unpaid) thought leadership; or they can
  • Stop whining, get creative, and lacking economic resources, promote bona fide content and foster personal relationships as currency to generate thought leadership.

With the media, succeeding in a pay-to-play world means two things.  First, it means creating content that’s timely, tailored for the recipient and never delivered in a press release. Secondly, it means building good will with key journalists by consistently providing them with relevant information and ideas, regardless of whether it relates to your company or client, without any expectation of immediate return.

With public platforms, succeeding in a pay-to-play world mostly means advance planning. It can begin by attending the prior year’s event to get a sense of the organization’s membership, priorities and culture, and to meet the group’s leadership. Conference agenda development can start 9 or more months in advance of the event, so it’s important to be on line early with a topic likely to resonate with members. It also helps if your proposal features a dues-paying member of the sponsoring organization.

In both cases, succeeding in a pay-to-play world means managing internal expectations. From the outset, your CEO or client needs to understand that you’re running against the wind, and in exchange for that effort, you must be given permission to fail.

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One Way Smart B2B Marketers Work Backwards

B2B Marketing Needs Impressive Stuff Like This

Companies invest considerable time and effort in securing and preparing for public events, industry seminars, keynote addresses, webinars and roundtable discussions. But contrary to The B2B Marketer’s Bible, and regardless of the upfront investment, the intrinsic value and opportunities related to participation in in-person and virtual public forums do not lie within the event itself.

Consider this:

  • A public platform represents an implied endorsement from the sponsoring organization because of its vested interest in showcasing knowledgeable speakers. No organization will knowingly showcase a speaker who has no credibility or expertise in his or her respective field.
  • The audience attending the event represents a small fraction of those you are attempting to influence, and key decision makers often are not present at public events.
  • What’s done to promote the firm’s endorsement from the sponsoring organization—in advance of and following the event—can be more important than what occurs at the event itself. Simply issuing a press release, or posting the event’s slide presentation on a website, will not adequately address the opportunity.

Here’s how one professional services firm gained a tangible ROI from a single speaking opportunity:

The managing partner of a New York-based, eight-person CPA firm—following his presentation at a regional bar association’s seminar on law-practice-related tax, compliance and compensation issues—sent highlights of his remarks, with a brief cover note, to all the members of that regional bar association, whether they had attended the seminar or not.

This CPA firm’s follow-up marketing effort, which combined the bar association’s implied third-party endorsement with its managing partner’s thought leadership in practice management, resulted in new relationships with three law firms that had not attended the seminar.

Smart marketers work backwards. They have a specific plan to merchandise the credibility and thought leadership related to the marketplace exposure directly to target audiences in advance of seeking the speaking opportunity. That way, their ability to convert a public platform into bona fide business results is significantly enhanced.

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